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CHAPTER 1
INTRODUCTION
1.0 Background of the Study
Employee satisfaction is perhaps the most frequently studied aspect in the
organizational sciences. Employee satisfaction has been defined as “a pleasurable or
positive emotional state resulting from the appraisal of ones job or job experiences”. It is
often assumed that employees who are more satisfied with their job condition are more
likely to produce better work outcomes. This is based on the rationale that higher levels of
satisfaction improve morale and reduce voluntary turnover (Mehran Nejati, MostafaNejati
and Azadeh Shafaei (2007).
Therefore, the researcher decided to carry out the research entitled “A study on
factors that contribute to employee satisfaction among Service Assistants at Petrosains
Sdn. Bhd.”. This research will be conducted internally among Service Assistants at
Petrosains Sdn. Bhd. Basically, this research will measure the factors that contribute to
employee satisfaction among Service Assistants at Petrosains Sdn. Bhd. as well as the
effects of employee satisfaction towards company performance. As we know, each staff
within organization always cooperates and communicates with each other regarding
certain issues or problems. By doing this, they will be able to know and understand each
other has needs and want. In order to increase the level of employee satisfaction,
management should take several initiatives, such as promotion, bonuses increase salary
and so forth to appreciate their efforts and works. By doing this, it is also showing that
the organization is concerned with their employees.
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Employee will then feel appreciated and motivated, while at the same time these
will affect company’s performance and effectiveness. Motivated and satisfied employee
will always produce excellence and productive works (Koys, 2001).
Generally, several elements or factors can contribute to employee satisfaction at
Petrosains Sdn. Bhd. The researcher has identified several factors that determine affect
employee satisfaction such as communication, fair rewards, motivation, organization
culture, and workplace environment. All these are crucial elements that will lead and
affect the level of employee satisfaction in Petrosains Sdn Bhd. In addition, the main
finding in previous research was found that employees are a critical element to enhance
perceived service quality. It is a hard task to manage perceived service quality directly,
consistently, and reliability as services have the characteristics of intangibility,
perishability, and simultaneous production, delivery, and consumption (Mehran Nejati,
Mostafa Nejati and Azadeh Shafaei, 2007). In the midst of the difficulties, it is
noteworthy to mention that services are delivered by the interaction between service
quality and by dealing with employees appropriately. In other words, it is essential for
employees to receive training. It is critical for employees to have a shared understanding.
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1.1 Statement of the Problem
Nowadays, customer service and customer satisfaction is very important in every
organization. Many organizations aimed to be the best among the best. Recently, Toyota
has come out with the new slogan, “One Aim, 0 Defect”. In order to ensure their mission
to be accomplished, Toyota has strengthened skills among their employees. It can be
concluded that customer satisfaction is very crucial while human capabilities in the
organization should play their roles. According to Harris, (2005), customer satisfaction
can be defined as the customer’s overall feeling of contentment with a customer
interaction. Customer satisfaction recognizes the difference between customer
expectations and customer perceptions. Satisfaction may develop quickly or may be
cultivated over a period of time. Therefore, in order to gain customer satisfaction, the
organization must develop skills among their employees. In addition, employees must be
empowered to make decisions to benefits the customers as well as to ensure their
transaction between customers is smooth. This will help to save time and reflect
professionalism as well.
A study on factors that contribute to employee satisfaction among Service
Assistants at Petrosains Sdn. Bhd. is all about professional conduct, delivery and
employee satisfaction in this organization. Furthermore, it is important to obtain the
performance of the employee, as it will provide genuine concern on the employees
because it will lead to the better performance of the organization. Satisfaction becomes
the major factor that creates loyalty of the employee towards the organization. This is
simply because, if the employees are dissatisfied with their work, it will lead to poor
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performance of employee as well as affecting the productivity of the organization as a
whole.
This research will measure the level of employee satisfaction towards Petrosains
Sdn. Bhd. In this research, the researcher has chosen to analyze Service Assistants from
Operations Department as respondents. From the interview conducted with the Service
Assistants at Petrosains Sdn. Bhd., the factors mentioned above are the factors that lead to
employee dissatisfaction.
1.2 Research Objectives
The objectives of this research is to review the factors that contributes to employee
satisfaction among Service Assistants at Petrosains Sdn. Bhd. which has its own
objectives and goals that need to be achieved by the end of this study;
RO1 : To identify the factors that contributes to employee satisfaction
among Service Assistants at Petrosains Sdn. Bhd.
RO2 : To identify the level of employee satisfaction towards work
performance.
RO3 : To obtain possible recommendations for better improvement to
increase the level of employee satisfaction.
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1.3 Research Questions
Several research questions are formulated throughout the study to facilitate the
solution to some problems regarding to the satisfaction of employee among Service
Assistants at Petrosains Sdn. Bhd. The researcher has identified three questions, which
are:
RQ1 : What are the factors that contributes to employee satisfaction
among Service Assistants at Petrosains Sdn. Bhd.?
RQ2 : What are the levels of employee satisfaction towards work
performance?
RQ3 : What are the possible recommendations for better improvement to
increase the level of employee satisfaction
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1.4 Significance of the study
The finding of this study should be valuable references for many parties especially for
Petrosains Sdn. Bhd. itself and to the future researchers as well. In addition, the purposes of
conducting this study on this field are containing several reasons. It is crucial to study the
factors that contribute to employee satisfaction among Service Assistants at Petrosains Sdn.
Bhd. Instead of identifying the factors that contribute to employee satisfaction among Service
Assistants at Petrosains Sdn. Bhd., this study is also purposely done to identify the effects of
employee satisfaction towards work performance. In addition, this study may be able to help
the management to increase the level of employee satisfaction while at the same time help to
achieve organization’s objectives as well as meeting their customer satisfaction. The
conclusion of this study helps the organization to identify the existing weaknesses in order for
them to make the necessary changes and improvements.
1.5 Limitation of the Study
This study has set limitation such as will be only used the Service Assistants from
Operations Department as respondents. Other than that, time constraint, we have limited time
to complete this research due to the extensive work and time to obtain data.
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CHAPTER 2
LITERATURE REVIEW
This study is aimed to identify the factors that contribute to employee satisfaction
among Service Assisants at Petrosains Sdn. Bhd. Apart from that, this chapter will review
literature the factors that researcher obtain from past researchers. According to the researcher,
employee satisfaction exists due to many factors. The factors that the researcher found in this
study are communication, fair rewards, motivation, organization culture, and workplace
environment. In addition, this chapter will also purposely review the available literature to
acknowledge and take into consideration for other researchers who have identified the factors
that is relevant to the concept of this study.
2.1 Employee Satisfaction
Locke (1976) defines job satisfaction as an emotional reaction that results from the
perception that one's job fulfils or allows the fulfillment of one's important job values,
providing and to the degree that those values are congruent with one's needs. Satisfaction had
been defined by Kreck (1974) as a function as the correspondent between the reinforced
system of the work environment and the individual’s need.
According to Voordt (2004) , employee satisfaction refers to the degree to which the
working environment meets the wishes and the needs of the employees. It can relate to the
work itself (content, complexity, required knowledge and skills, degree of autonomy); the
social working environment (colleagues, management style, conditions of employment such
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as salary, leave arrangement, and career prospects); the physical working environment
(workplace, lighting, daylight, view etc); and interactions between these aspects.
2.2 Communication
According to Arif Hassan, Chandaran (2005), communication is a key aspect in
conducting an efficient business. They said a more employee-centered communication style
encourages work satisfaction and supervision approval. Refer to Anderson (1984), managers
can communicate with a dominating style where they tell the employees what to do and offer
them no options as to how their jobs can be carried out. Yet, it was found that it is more
effective when leaders in an organization include the employees in the decision making
process (Anderson, 1984).
According to Goris (2006), it is important for employees to have independence and
individuality. Goris (2006) said workers are satisfied with their bosses when they use
employee-centered communication. They are also more fulfilled with their jobs in general.
When a manager does not openly communicate with his or her employees the employees may
feel abandoned, which could lead to dissatisfaction (Goris, 2006).
According to Jo and Shim (2004), found that communication problems might be the
result of underlying problems in the corporation. These problems could be related to many
variables such as managerial styles or coworker relations. Refer to Scott (2006), said that this
aspect of a business needs further study, as it does show us the importance of eliminating
misunderstandings in communication.
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2.3 Fair Rewards
According to researcher, employees are more satisfied when they feel they are
rewarded fairly for the work they do. Considering employee responsibilities, the effort they
have put forth, the work they have done well and the demands of their jobs.
According to Caudron (2002), management team should ensure rewards are for
genuine contributions to the organization, practice consistency in reward policies. Caudron
(2002) said that it is very important to keep employees informed whether their wages are
competitive or not. Meyer (2004) said that reward can include a variety of benefits and benefit
other than money.
Refer to Nalina Govindarajulu and Daily (2004), said that the most often stated reason
for leaving a job was salary and benefits. However, the external factor of money shows some
inconsistencies. According to Buch and Talentino (2006), employees feel fair treatment can
lead to increased citizenship, which means they will go beyond what is expected of them. This
increased citizenship will theoretically lead to increased compensation. As a result, employees
are concerned that they are being fairly treated and comparatively rewarded for their work.
According to Maroney (2007), benefits offered by employer more important than pay.
2.4 Motivation
According to Schneider et al (2003), motivation literature offers insight into the
relationships between performance, motivation, and ability and assumes outcomes are direct
functions of motivation multiplied by ability According to this approach, “to achieve a high
level of performance a person must have both the ability and the motivation to perform
effectively”.
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According to Boltes et al (1995), motivation literature links these constructs to
concrete descriptions of perceptions; for example, motivation perceptions rely on effort, or the
displayed energy put into a behavior. Because ability represents a task-related, relative
construct however, it is hard to specify a perceptual definition. For example, Wattles and
Harris (2003) defines a person’s ability to perform a task as “the degree to which he possesses
all of the psychological attributes necessary for a high level of performance excluding those of
a motivational nature” but ignores to describe how abilities are perceived.
According to Scott et al (2003), motivation is clearly an imperative feature of a
successful business. Many pieces of information go into creating a company that encourages
employees. More research needs to be completed to fully understand the characteristics of
motivation and job satisfaction. Refer to Voordt (2004) said that if managers treat workers
with the same respect they treat customers, employees will respect their bosses, their
customers, and each other. Results for organizations can be achieved by focusing on
employees and what motivates them.
2.5 Organizational Culture
According to Ooi et al (2007), organizational culture has been defined as the set of
shared assumptions and beliefs about an organization and its function in the marketplace or
“the ways of thinking, behaving, and believing that members of a social unit have in
common”. As such, organizational researchers have commonly treated culture as a set of
cognitions shared by members of a social unit (Ooi et al, 2007).
According to Yusof and Ali (2000), an organization’s culture is thought to play a key
role in strategy formulation, firm performance, and competitive advantage. Culture may also
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have indirect effects on performance in benefiting other aspects of an organization. For
example, researcher have found that organizational culture is linked to service quality and
employee performance, both of which have been identified as fundamental links in Harvard’s
Service Profit Chain leading to subsequent consumer and financial success indicators.
Pool (2000) and Hall (2001) suppose that during the process of encouraging
employees to want to learn, it is necessary for the existence of organizational culture to
support the organization learning so that it is available to obtain, improve and transfer the
required knowledge with ease. Furthermore, to enhance the trust between administrators and
employees, this actually poses the critical impact on whether the learning organization can be
successful or not (Lund, 2003). From the previously mentioned research reports, the
researcher found that leadership, and organizational culture, comes with critical relationship to
develop learning organization, and encourage employees to use the learning facilities. Thus,
the first research motive within this research is intended to investigate the relationship
between leadership, organizational culture and learning organization.
2.6 Workplace Environment
According to Lee (2006), it is often assumed that employees who are more
satisfied with the physical environment are more likely to produce better work outcomes.
Satisfaction had been defined by Wan (2007) as a function of the correspondent between a
reinforced system of the work environment and the individual’s need. Refer to Maimunah
(2005), workplace environment is an important part that can influence employee’s
satisfaction.
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In Malaysia, every organization shall comply with Occupational Safety and Health
Act (OSHA), 1994. It means every organization must provide a safety work environment in
order to prevent hazards in the organization (Maimunah, 2005).
According to Quible (2003) it is found that employee satisfaction with their work
environment is directly related to their job satisfaction and indirectly related to organizational
commitment and turnover intention. Investigators have demonstrated that the physical
environmental quality affects job perception, attitudes, and job satisfaction.
According to Oliverio and White (2004), by integrating several disciplines, including
psychology, physiology, sociology, and communication theories, and ergonomics provides
useful guidelines for redesigning an effective environment. The integration of the various
disciplines helps ensure the employees’ well being and the ability to maximize their
productivity.
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FOSAM MODEL OF EMPLOYEE SATISFACTION
Based on the previous model of Employee Satisfaction by Fosam et al. (1998), the
Dependent Variable is Employee Satisfaction. The Independent Variables of this model are
Job Satisfaction, Employee Morale, Colleague’s Morale, Perceived Public View, Perceived
Service Quality and Communication, Training, Resources and Career Development.
Compared with the conceptual framework that the researcher had developed, only one factor
was the same with the researcher’s model, which is communication. This Fosam Model got
six Independent Variables while the researcher got only five Independent Variables, which are
communication, fair rewards, motivation, organization culture and workplace environment.
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2.7 CONCEPTUAL FRAMEWORK
According to Sekaran (2003), a theoretical framework is a conceptual model of how
one theorizes or makes logical sense of the relationship among the several factors that have
been identified as important to the problem. In the study of factors that contribute to
satisfaction of employee among Service Assistants at Petrosains Sdn. Bhd. consists of two
main variables where the variables are:-
2.7.1 Independent Variables
- Is of that influences the dependent variable in either positive or negative way. That is,
when the independent variable is present, the dependent variable is also present, and
with each unit of increase in the independent variable, there is an increase or decrease
in the dependent variable. In other words, the variance in the dependent variable is
accounted for by the independent variable. In this study there are five independence
variables that affect the dependent variables (Satisfaction of Staff), the variables are:-
1. Communication
2. Fair rewards
3. Motivation
4. Organization culture
5. Workplace environment
2.7.2 Dependent Variables
Are the variables of primary interest of the researcher.
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The researcher’s goal is to understand and describe the dependent variables, or to
explain its variability, or predict it. In the study on factors that contribute to employee
satisfaction among Service Assistants at Petrosains Sdn. Bhd., the dependent variable is
satisfaction of employee.
Below is the framework that shows the relation of the Dependent and Independent
variables in the study of factors that contributes to satisfaction of employee among Service
Assistants at Petrosains Sdn. Bhd.
Independent Variables Dependent Variable
Figure 2.7.1: Conceptual framework on the Factors that Contribute to Employee Satisfaction
among Service Assistants at Petrosains Sdn. Bhd.
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Communication
Employee
Satisfaction
Fair Rewards
Workplace
Environment
Motivation
Organizational
Culture
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CHAPTER 3
METHODOLOGY
The purpose of this study is to investigate the factors that contribute to employee
satisfaction among Service Assistants at Petrosains Sdn. Bhd. Apart from that, this section
briefly describes the processes and includes research questions regarding factors that
contribute to employee satisfaction among Service Assistants at Petrosains Sdn. Bhd.
In particular, this chapter will describe the technique and methods that was used to
accomplish the aims of this research, which include the research design, sampling frame,
population, sampling technique, sample size, unit of analysis, data collection procedures,
instrument, validity of instrument and data analysis.
3.1 Research Design
This research is a descriptive research. According to Salkind (2003), descriptive
research describes the characteristics of an existing phenomenon. The research quantitatively
use in nature, describes the characteristics of respondents’ behavior and it is carried out in one
time. Descriptive research involves an ongoing event in relation to a particular outcome and
interest. Salkind (2003) also stressed some advantages of descriptive design. Descriptive
design enables a more in-depth examination of a particular situation than other design. In this
research, the researcher focuses on the factors that contribute to employee satisfaction among
Service Assistants at Petrosains Sdn. Bhd.
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3.2 Sampling Frame
The sampling frame has been drawn from the list of employee at Petrosains Sdn. Bhd.
The list of employees was obtained from Human Resource Department. The employees were
chosen are Service Assistants from Operations Department.
3.3 Population
The population of the study comprised of Visitor Service Assistant from Operations
Department. Generally, the population of Visitor Service Assistant at Petrosains Sdn. Bhd. is
70.
3.4 Sampling Technique
Sampling is necessary, as there are constraints where the whole population cannot be
studied. Therefore, in this research, the technique that the researchers are going to apply in
selecting sampling technique is Convenience Sampling. Through this sampling technique, it
will be used when the members of the population are convenient to sample.
The researchers decided to choose this sampling method because it is convenience
form of prospect of sampling. These sampling methods are also inexpensive sampling
technique. Convenience sampling also will avoid bias and the invalid data concurrently
smoothing the research process because the sample is already being selected and chosen.
3.5 Sample Size
It has been identified that the sample size of this study was the population of Service
Assistants from Operations Department as stated above. The number of Service Assistants at
Petrosains is 70. Therefore, the sample size should be 70.
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3.6 Unit of Analysis
The unit of analysis in this study is the Service Assistants at Petrosains Sdn. Bhd. from
Operations Department regarding of their position.
3.7 Data Collection Procedures
The researcher has used a set of questionnaire in collecting data for this study. A
questionnaire is a document that asks the same questions to all the respondents based on the
research objectives and research questions. Questionnaire is the main instrument used in this
study. The researchers based on the literatures reviewed from the journals and articles
developed it. Moreover, the researcher decided to use questionnaire as the methods for
collecting useful information due to respondents working situation. Besides, the questionnaire
also consists of standardize data from identical questions and requires fairly straight forward
information. The questionnaire can be completed in short period and would not interface
dramatically with the respondent’s schedule. Administering questionnaire to large number of
individual simultaneously is less expensive and less time consuming than interview.
Questionnaire also does not require as much skills to administer the questions as to conduct
interviews.
A cover letter will be attached to each set of questionnaire. The purpose of the cover
letter is to explain the objective of the study. The questionnaires are distributed personally to
the respondents.
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3.8 Instrument
The instrument that has been used in this study is a survey questionnaire. Researcher in
answering research questions precisely designed it. Questionnaire will be distributed to
Service Assistants at Petrosains Sdn. Bhd. from Operations Department. There are three
section will be included in the questionnaire which are section A, B and C. The first section
(Section A) or categorization is based on demographic profile such as gender, race, age,
education background and others relevant facts to respondents. The next section (Section B)
is focusing on independent variables or factors that contribute to employee satisfaction among
Service Assistants at Petrosains Sdn. Bhd. such as communication, fair rewards,
motivation, organization culture and workplace environment. The last part of the
questionnaire is the Section C, which consists of two questions. This section tries to
miscellaneous information such as the level of satisfaction towards their work performance as
well as requesting their suggestions.
It is very important to notice that, for the purpose of this research, the researcher has
decided to use the 5 points Likert scales measurements in order to measure the factors that
contribute to employee satisfaction among Service Assistants in Petrosains Sdn. Bhd. The
scaling used started from 1(Strongly Disagree), 2(Disagree), 3(Neutral), 4(Agree), and 5
(Strongly Agree).
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3.9 Validity of Instrument
For the purpose of this research, the researcher has used both content and faces
validity. It means that the researcher has asking an expert to check and make improvement on
the content. Meanwhile, for the face validity, the researcher has discussed with the supervisor
about the items that needed to be included in the questionnaire. The validation processes of
the instrument will be conducted to ensure that the questionnaire developed is relevant before
the researcher distribute it out for feedback. The researcher referred to Operations Executive,
which is Mr Masrur bin Mahmud for review and opinion. In addition, the researcher also
received an advice from supervisor regarding the contents of the proposal.
They were also made some necessary change in the proposal in order to ensure the
validity of the contents of the proposal particularly its grammars, structure, format, sentences
as well as the language matters.
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3.10 Data Analysis
Each result of the questionnaire response will be examined for completeness before
being entered into data analysis system. After that, the data collected will be analyzed using
Statistical Package for Social Science (SPSS) version 12.0. SPSS will be used as the analysis
tool because this research used a structured questionnaire and it is purposely used to provide a
broad range of capabilities for the entire analytical processes.
Research Objective Concept/Construct Measurement Scale
To identify the factorscontribute toemployee satisfaction
among
Service Assistantsat Petrosains Sdn.
Bhd.
Employee satisfactionwas defined as theeffectiveness of the
services provided
towards thecustomers.
Q8-30: Statementsrelated to factors thatcontribute to
employee satisfaction
among ServiceAssistants at
Petrosains Sdn. Bhd.
Interval
To identify the level
of employeesatisfaction towards
work performance.
Q31: Statements
related to level of satisfaction towards
work achievementand performance of
employees.
Interval
To obtain possible
recommendations for
better improvement toincrease the level of
employee
satisfaction.
Q32: Statements
related to
recommendation for better improvement to
increase the level of
employee satisfaction
among ServiceAssistants at Petrosains
Sdn. Bhd.
Nominal
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CHAPTER 4
FINDING
This chapter describes the results of findings obtained from respondents who are
participated in A study on Factors that Contribute to Employee Satisfaction among Service
Assistants at Petrosains Sdn. Bhd. It focuses on demographic background of the respondents,
factors that leads to employee satisfaction and miscellaneous information that requires
respondents to rank factors that leads to employee satisfaction and factors that should be
improve by the company.
4.0 SURVEY RETURN RATE
Questionnaires were randomly distributed to 70 Service Assistants from Operations
Department. All the respondents (70) returned the questionnaires after they have completed
filling the questionnaire. They have been given an ample time by the researcher to complete
the questionnaire as they have one week to complete it. The rational of doing this, is to avoid
from disturbing the employees in completing and handling their daily routine. As a result, the
questionnaires can be collected smoothly as desired.
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4.1 Reliability Analysis
Cronbach's Alpha
Cronbach's Alpha Based on
Standardized Items N of Items
.930 .929 26
Reliability is conducted in order to ensure the reliability of the measure. The six
variables been tested for the reliability of result. The reliability test has been assessed using
the internal consistency with the statistic of Cronbach’s Coefficient Alpha. Cronbach’s
Coefficient Alpha reliability normally ranges between 0 and 1. The closer Cronbach’s alpha
coefficient is to 1.0 the greater the internal consistency of the items in the scale. According to
the “Rules of Thumb”, < .6 is categorized as a poor result, .6 to < .7 is categorized as a
moderate result, while .7 to < .8 is categorized as a good result, .8 to < .9 is categorized as a
very good result and >.9 is categorized as an excellent result. Regarding to our result
indicated that the value is .930, which considered being as higher reliability respectively.
4.2 (a) Respondents’ profile - Gender
This table shows the frequency of respondent’s profile, which consists of respondents’
gender accordingly to male, and female. From the frequencies obtained for the variables, it
was found that only 53% of respondents are female and only 47% of the respondents are male.
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4.2 (b) Respondents’ profile - Age
This table shows the frequency of respondent’s profile which consists of respondents’
age accordingly from below 20 years old, 21 until 25 years old, 26 to 30 years old, 31 until 35
years old, 36 to 40 years old, 41 to 45 years old, 46 until 50 years old and the rest is 51 and
above. From the frequencies obtained for the variables, it was found that only 27.1% is the
highest result for the age from 21 until 25 years old and only 1.4% of the respondents is the
lowest result for the age of 51 years old and above.
4.2 (c) Respondent Profile- Marital Status
This table shows the frequency of respondent’s profile, which consists of single,
married, and others. From the frequencies obtained for the variables, it was found that 62% of
the respondents are single, 37% are married and about 1% is for others.
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4.2(d) Level of education of the respondents
Table : 4.2 (d)
Frequency Percentage(%)
Valid SPM
STPM
DIPLOMA
MATRICULATION
BACHELOR / DEGREE
OTHERS
17
7
25
3
12
6
24.3
10.0
35.7
4.3
17.1
8.6
Total 70 100
The table above shows that 24.3% of respondents have SPM. Besides, another 10.0% of
respondents have completed their education at STPM level. In contrast, 35.7%, majority of
respondents have completed their study at Diploma Level. Respondents who possessed
matriculation represent of 4.3% out of total respondents. Respondents who have Bachelor/
degree represent 17.1%. 8.6% represents the respondents who possessed others level of
education.
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Table 4.3 exhibits the mean and standard deviation of level of employee satisfaction
among Visitor Service Assistant at Petrosains Sdn. Bhd., which are communication, fair
rewards, motivation, organization culture and workplace environment. Based on the mean
and standard deviation, the highest score factor are motivation (M=3.71, SD=.559), followed
by communication (M=3.68, SD=.629). Then, workplace environment (M=3.67, SD=.520),)
followed by fair rewards (M=3.61, SD=.594) and the lowest score is organization culture
(M=3.59, SD=.603).
4.4 Multiple Regression
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Factor Mean Standard
Deviation
Communication
Fair Rewards
Motivation
Organization Culture
Workplace Environment
3.68
3.61
3.71
3.59
3.67
.629
.594
.559
.603
.520
4.3 Factors that lead to Employee Satisfaction
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Refer to the significant value at Table 4.4, it can be explained that there is only one variable
(communication) which is significant, and factor that contribute to the employee
satisfaction. Because the significant level is less than 0.05 which is 0.00 which is very
significant. The four others variables are identified are not significant since the significant
level is more than 0,05 .
CHAPTER 5
CONCLUSION AND RECOMMENDATIONS
27
Model
Unstandardized
Coefficients
Stand.
Coefficients
t Sig.B Std. Error Beta
1
(Constant) 0.311 0.545 0.571 0.57
COMM0.125 0.032 0.52 3.929 0.00
FAIR -0.049 0.034 -0.191 -1.408 0.164
MOT0.015 0.043 0.057 0.363 0.718
WORK 0.042 0.04 0.146 1.071 0.288
ORG 0.049 0.037 0.193 1.308 0.196
a Dependent Variable: Level Of Satisfaction Toward Your Work Performance At Petrosains
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This chapter will focus will on the findings gathered from the study. The conclusion
comprises the analysis of demographic background, factors that lead to employees’ job
satisfaction and miscellaneous information. Besides, this chapter also will also highlight
several recommendations for the betterment in order to help the organization to increase the
level of employee satisfaction.
The respondents of this study consist of male and female Service Assistants at
Petrosains Sdn. Bhd., among those who are below 20 years old to above 51 years of age
while most of them are single. In addition, most of the respondents are female and the highest
level of education completed possessed by respondents was Diploma.
CONCLUSION
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Research Question 1: What are the factors that contributes to employee
satisfaction among Service Assistants at Petrosains
Sdn. Bhd.?
Based on the finding obtained from the literature reviews, it can be concluded that
communication, fair rewards, motivation, organization culture, and workplace environment
are the factors that contribute to employee satisfaction among Service Assistants at Petrosains
Sdn. Bhd. However, the most important factor that leads to employee satisfaction among
Service Assistants at Petrosains Sdn. Bhd. is communication.
Research Question 2: What are the levels of employee satisfaction towards
work performance?
Based on the finding acquired from the data analysis, it can be concluded that
majority of the Service Assistants at Petrosains Sdn. Bhd. is satisfied with all statements
asked in the questionnaire. However, most of the respondents stated that in order to increase
the level of satisfaction, employees should feel motivated in their jobs. Most of the Service
Assistants are however confident and content with their level of their contributions and work
performance.
Research Question 3: What are the possible recommendations for better improvement
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to increase the level of employee satisfaction?
Based on the feedback from respondents, they have suggested several
recommendations that can be implemented by the management to increase the level of
employee satisfaction. Firstly, management should review the salary of employee so that
employee will satisfied with what they earn. Secondly, management should increase the
communication and cooperation between staff and supervisor or managers. The management
should are providing more trainings on customer service skills that focuses more on service
quality. Others recommendation are providing more facilities such as more work space for
the employees’ conveniences.
RECOMMENDATIONS
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Nowadays, many organizations feel that their employees are satisfied with their works
due to their continuous contribution for many years. Management should also be concern on
their employees needs in order to ensure that they are motivated to be able to deliver an
excellence service and performance. The cost of employee dissatisfaction and high turnover
can severely damage a company’s targets and purposes. Instead of focusing on factors such
as attitude of the employees, customer satisfaction, service quality and leadership, the
researcher has 10 other recommendations that can be used by Petrosains Sdn. Bhd. as well as
other organizations for improving employee satisfaction. Using some combination of these
suggestions should measurably improve overall employee satisfaction and help to reach talent
retention levels that benefit both staff and company.
1. Use clear, brief communications and expectations. Whether the company’s
expectations for employees are extremely high or simply average, always be clear and
precise in communicating these official desires. Studies have shown that the level of
expectation rarely creates a problem, but the lack of employee understanding of the
performance level desired can generate a seriously negative situation.
2. Get to know employees. Management should take the effort to know their
employees. People are individuals being asked to spend one-half of their waking
hours being a valuable component of a group. Managing as though every individual
had the same personality and background is a recipe for failings.
3. Give staff regular, consistent feedback. Employees will always want to know how
managers perceive their performance. A lack of feedback can also make semi-annual
or annual written performance reviews ineffective.
Picture the employee who believes they are performing at an accepted level, and give
a written review containing multiple “areas of improvement” data. Give your staff
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regular feedback of their performance, attitude, and value to the team and the
company.
4. Clearly reinforce the importance of a “team” philosophy. Few companies reach
success on the efforts of one or a few individuals alone. Almost all success stories
include the vision and effectiveness of a leader or senior management group and the
positive response of a fine-tuned team of employees. Humans are basically social
beings and most enjoy being valued as part of a successful team. Emphasizing and
reinforcing these factors will eventually lead to higher employee satisfaction without
fail.
5. Actively train, educate, and mentor staff. Surveys have proven that the majority of
employees want to learn more, enlarge their education, and become more valuable to
their employers. Take advantage of this mindset and improve operations too. Maintain
a training and education program for all levels of staff. If possible, create a mentoring
program for newer employees. Studies indicate that staff satisfaction will measurably
increase.
6. Implement an incentive and/or reward program. Forward thinking companies
realized that all employees strongly appreciate being recognized for excellent
performance. The amount of money or size of the reward is secondary to the public
recognition of superior achievement. Effective incentive/reward programs need not be
expensive. Sometimes a meal voucher, a prized parking space, or a free lunch is
sufficient to improve employee satisfaction.
7. Make the effort to empower all employees. Everyone knows senior management
has the public power to direct the company. However, all staff appreciates the
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opportunity to contribute and to believe their ideas and efforts are at least recognized.
This feeling of empowerment, at even the smallest level, can result in huge benefits to
the attitude and morale of staff.
8. Provide written performance reviews and evaluations when due. Staff members
are eager for a review of their performance. Whether it is a very positive report or one
that requests improvement, all employees want to know where they stand in their
employer’s judgment. Performance reviews delivered on time have proven to be the
best way to increase employee satisfaction.
9. Communicate coming operational changes in a timely fashion. Change can be a
troublesome component to the workplace. It has been proven that, even if changes
will benefit every employee, modifications to the way “we do things now” make most
staff very uncomfortable. If a company has decided to change operations in the future,
management should begin communication of these changes to the employee
community as soon as the decision has been made. This high level of communication
and concern for staff usually improves satisfaction significantly.
10. Display respect for every staff member, regardless of job responsibility. In
addition to all formal employee recognition programs, a simple “Thank you” or other
oral or written display of respect for the person and the job they do can increase
satisfaction on a consistent basis. At times, even an “I’m sorry” if you learn of an
occurrence of disrespect can generate the same positive benefit.