THE IMPACT OF JOB SATISFACTION ON EMPLOYEES PERFORMANCE

A Thesis Submitted to the

Karakoram International University Gilgit

In Partial Fulfilment of the Requirements for the Degree of

Bachelors in Business Administration

By

Basharat Hussain

2009-kiu-019

2009-2013

Declaration

I hereby declare that this project is completely my own work and that any supplementary

sources of information have been accordingly cited.

I hereby declare that any Internet sources published or unpublished works from which I have

quoted or depict references fully in the text and in the content list. I know that failure to do

this will result in failure of this project due to plagiarism.

I understand I may be called for viva and if so must attend. I acknowledge that this is my

responsibility to check whether I am required to attend and that I will be available during the

viva periods.

Signed……………………………………………

Date………………………………………………

Name of Supervisor………………………………

II

AcknowledgmentFirst of all I would like to express my sincere appreciation and gratitude to my supervisor Mr.

Sajjad Haider for his guidance and insight throughout in making my thesis and especially, his

precious suggestions and comments that in fact guided my research and also helped me to

structure my thesis.

I am also very obliged to my parents for their continuous support. I owe a lot of their

unconditional love and understanding.

III

AbstractThe purpose of this research is to find the relationship between job satisfaction and employee

performance. Basically the fundamental purpose of this research is to know the cause and

effect of job satisfaction and employee performance in the field of education of Gilgit. The

study targets that how job satisfaction impact on employee performance. The study was based

on the target population of subjects of Gilgit city and has a size of 150 respondents. The

findings show that there is a positive relationship between job satisfaction and employee

performance.

Keywords: job satisfaction, employee performance, motivation, education industry, Gilgit.

IV

Contents

Declaration..........................................................................................................II

Acknowledgment...............................................................................................III

Abstract.............................................................................................................IV

Tabel of content for figures................................................................................7

CHAPTER NO1 INTRODUCTION1.1introduction........................................8

1.2 Purpose Statement:....................................................................................11

1.3 Objectives:.................................................................................................11

1.4 Significance:..............................................................................................11

1.5Research questions and hypothesis............................................................13

1.5.1 Research Question...............................................................................13

1.5.2 Research Hypothesis...........................................................................13

1.6 Term definition.......................................................................................13

1.7 Conceptual model:.....................................................................................14

CHAPTER NO 2 LITERATURE REVIEW..................................................15

CHAPTER NO 3 METHODOLOGY.............................................................26

3.1 Research paradigm:...................................................................................26

3.2 Research approach.....................................................................................27

3.3 population and sampling............................................................................28

3.3.1Population.............................................................................................28

3.3.2 Sampling..............................................................................................29

3.3.3 Sample size..........................................................................................29

3.4 Measures....................................................................................................29

3.5 Data collection method..............................................................................30

3.6 Methodology..............................................................................................31

CHAPTER NO 4 ANALYSIS..........................................................................34

Descriptive analysis.........................................................................................34

V

4.1.1Reliability test.......................................................................................34

4.1.2Demographic profile of respondents.......................................................34

4.1.3 Histogram............................................................................................35

4.2Inferential Analysis.....................................................................................37

4.2.1 Inferential analysis..............................................................................37

4.2.2Correlation............................................................................................39

4.2.3 Regression...........................................................................................41

CHAPTER NO 5 Discussion and Conclusion................................................45

5.1 Discussion:................................................................................................45

5.2 Conclusion.................................................................................................46

5.3 Implications...............................................................................................47

5.4 Limitation..................................................................................................48

5.5 Future Research.........................................................................................48

References..........................................................................................................49

Index...................................................................................................................53

VI

Table of contents for figures

Figure 1 conceptual model.....................................................................................page14

Reliability test (figure2).........................................................................................page34

Demographic information (figure3).......................................................................page34-35

Histogram (figure4).................................................................................................page35

Histogram (Figure 5).................................................................................................page36

Histogram (figure 6)..................................................................................................page36

Scatter plot (figure7)..................................................................................................page37

Scatter plot (figure8)...................................................................................................page38

Scatter plot (figure9)...................................................................................................page38

Correlation (figure10)...................................................................................................page39

Correlation (figure 11)..................................................................................................page40

Correlation (figure12)...................................................................................................page41

Regression (figure 13).................................................................................................page41-42

Regression (figure 14)................................................................................................page 42-43

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CHAPTER NO 1

INTRODUCTION

1.1introduction

The topic which I have chosen is “The impact of job satisfaction on employee’s

performance”. Job satisfaction is very important in every sector the employee can’t pay

attention on their job if they don’t have job satisfaction from their organization it is an

important output that employees work for organization. It comprises of extrinsic and intrinsic

factors and helps maintain able and willing work forces. It is an interesting and significant

area for conducting research. The study made on the job satisfaction will reveal the factors of

feelings of employees. Education sector plays an important and vital role for the better

productivity and enhance the literacy rate so the sector which I chose, is education sector of

Gilgit. The importance of education sector is much more than all other sectors because this

sector is the back bone of the country the primary objective of government policy in the last

few years has been to improve the level and quality of education in Gilgit. The government

vision is to expand primary education and this measure can be used to assess whether

government schools have increased their coverage, by increasing enrolments faster than the

growth in population, especially at the primary level because that level forms the core of the

literate population. Literacy and primary school enrolment rates in Gilgit have shown

improvement during last five years but they are still lagging behind other countries of the

region. Scarcity of resources and inadequate provision of facilities and training are the

primary obstacles in imparting and expanding education. The present government’s strategy

for the sector includes improving the functioning and utilization of existing schools,

improving the quality of education, increasing enrolment, improving access to education and

expanding the primary education system. Under the 18th constitutional amendment control

and management of the education sector has been devolved to the provinces. They are now

responsible for the key areas of the education sector i.e. curriculum and syllabus, centres of

excellence, standards of education up to intermediate level (Grade 12) and Islamic education.

Planning and policy and standards of education beyond Grade 12 are covered under Federal

Legislative List. All the provinces have shown their commitment to the National Education

Policy 2009.Despite strong economic growth during most of the past decade, Gilgit has not

progressed satisfactorily in social sectors, especially in education. With an adult literacy of

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only 57%, almost one-half of its adult population is unable to read or write. This considerably

limits the opportunity towards acquiring skills and technical knowledge for higher

productivity and better earning levels. School enrolments are low and school dropout rates

too high. The budgetary allocation to education has remained around 2% of GDP for the past

decade, with a high proportion being spent on recurrent heads mainly salaries, leaving a small

amount for quality enhancement such as teachers training, curriculum development, provision

of school facilities and monitoring and supervision of education.

Wagner (1992) described about “participation’s effect on performance and satisfaction “He

found that there is direct relationship between participants and performance and participation

can have statistically significant effects on performance and satisfaction, but the average size

of these effects is small enough to raise concerns about practical significance. Charlie (2001)

described the relationship between “interaction among actual ease-of-moment determinants

and job satisfaction and the prediction of voluntary turnover of moment.”The result about that

study was individual level characteristics that determine actual ease of movement, often

ignored in favour of general job availability perspectives, appear to behave similarly to

unemployment rate in that job satisfaction's negative effect on turnover was greater when

either type of mobility determinant was high. Petty, Gail and Jerry (1984) investigated about

“A meta-analysis of relationships between job satisfaction and individual performance. “It is

not unusual for performance evaluation data to be restricted in range because of errors of

leniency and central tendency as well as because of the standardizing effects of employee

selection and training programs.

Janseen explained about “Fairness perception as a moderator in the curvilinear relationships

between job demands and job satisfaction and job performance.”The result of this study was

in terms of job design, creating a fit between reasonable demands and fair rewards will be

particularly effective and valued for the good performance because the employees are

interested in long term security good benefits and job protection. Sherry and Rabi(1992)

elaborated about “organizational stress, job satisfaction and job performance where do we go

from here? ”they found in their study that there is a strong relationship between job

satisfaction and job performance and stress is an external factor that can badly minimize the

performance of the employee and also demotivate the employee’s efficiency .Jhon, Jose and

Boby discussed about “An examination of organizational communication as moderator of the

relationship between job performance and job satisfaction.” Results show that job

performance has a direct, weak to moderate relationship with job satisfaction.

9

The work already done on this problem is not quite enough in Gilgit already research in

Gilgit is that the sartorial differences in terms of salary, promotion, job security, recognition

and benefits play a significant role in influencing one’s perception of job satisfaction.

Furthermore, to enrich the knowledge base in the area of job satisfaction in education sector

(both public and private), as there have been very few studies within the Gilgiti context that

have studied teacher’s perception of job satisfaction. The government sector of education

needs to introduce new pay system based on merit, to in case employee’s pay satisfaction.

Human resources practices regardless of sector (public or private) must be effectively and

fairly used to enrich employee’s job. Furthermore, private educational employee’s reported

dissatisfaction in term of job security. To overcome this obstacle private sector need to

introduce special schemes related retirement, pension, gratuity and other benefits to enhance

the employee’s sense regarding job security in effort to increase organizational commitment

which in turn will lead to employee’s commitment and high degree of satisfaction. The

problems which I found during my study are with the opening up of the economy of Gilgit, a

dramatic change has been observed both in manufacturing and in service sectors. This has

brought higher employment opportunities, increases in income level, and changes in

consumption pattern and consequently there emerges a competitive environment in the

country. Particularly, the expansion in private educational system, along with customized

services, has created a severe competition in this sector. This intense competition has made

the service gap wider as private education institutes offer better services to their internal and

external customers. This situation has created an urge to the educational policy makers to

identify the basic reasons and brought them into consideration with job satisfaction issue.

Employee satisfaction is thought to be one of the primary requirements of a well-run

organization and considered an imperative by all corporate managements. It is undeniable

fact that the future of business enterprise depends upon the satisfaction level of its workforce.

Dissatisfied workforces cause immediate problems only to their particular field. In this era of

globalization, growing economics, and improved technology are constantly presenting new

challenges and creating new opportunities for people. Employees with higher degree of

satisfaction and well committed are the most significant assets of any nation’s economy, and

act as competitive advantage for long term. The Gilgiti educational sector is a fast-growing

service sector that has seen tremendous progress. The purpose of my study is to identify the

relationship between job satisfaction and employee performance.

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1.2 Purpose Statement:

The purpose of this quantitative study is to test the theory of “impact of job satisfaction

employee’s performance” that relates the independent variable job satisfaction, to employee’s

performance controlling for motivation for the participants. The independent variable, job

satisfaction is generally defined as Job satisfaction describes how content an individual is

with his or her job. The happier people are within their job, the more satisfied they are said to

be. Logic would dictate that the most satisfied (“happy”) workers should be the best

performers. The dependent variable, employee’s performance is generally defined as it is a

rating system used in most corporations to determine the abilities and output of an employee.

And the mediating variable is motivation is generally define as a process that initiates, guides

and maintains goal oriented behaviours. Motivation is what causes us to act, whether it is

getting a glass of water to reduce thirst or reading a book to gain knowledge will be

statistically controlled in this study.

1.3 Objectives:

The objectives of this study are given below

To examine the impact of job satisfaction on employee’s performance.

To examine the impact of motivation on employee’s performance.

1.4 Significance:

This research will be very useful for managerial point of view. Managers usually in

educational sector think that Job performance has a direct and positive effect on job

satisfaction when we properly account for effort. Effort has a positive effect on job

performance and, thus, a positive, indirect effect on job satisfaction. The managers at

educational sector are an integral part of the management process. To understand the critical

importance of people in the education is to recognize that the human element. An well-

managed educational institutes usually sees an average worker as the root source of quality

and productivity gains. Such educational institutes do not look to profit, but to employees, as

the fundamental source of improvement. An institute is effective to the degree to which it

achieves its goals. An effective institute will make sure that there is a spirit of cooperation

and sense of commitment and satisfaction within the sphere of its influence. In order to make

11

employees satisfied and committed to their jobs in academic and research libraries, there is

need for strong and effective motivation at the various levels, departments, and sections of

the library. Specific employee attitudes relating to job satisfaction and organizational

commitment are of major interest to the field of organizational behaviour and the practice of

human resources management. Attitude has direct impact on job satisfaction. Organizational

commitment on the other hand, focuses on their attitudes towards the entire organization. So

there is a positive relationship between these elements means job satisfaction and employees

performance.

This study plays an important role for the policy makers. Policy makers are those who sets

the plan pursued by a government or business "policy makers often make the right decision

for the wrong reason. Policy-makers and social scientists have become interested in

developing indicators of the quality of work life. The point of this interest is to provide a

means of tracking changes in conditions of work and of the well-being of workers. Policy

makers of an organization plays an important role for making the policies because if they

make tight policies in the organization no relaxation for the employees of the organization.

Researchers suggest that psychological well-being in terms of happiness maximizes both

personal health as well as job performance and raises organizational productivity generally.

During the organizational change process in Tenors anxiety and stress levels were increased

and employees felt insecure in terms of job and pay level. Staff from educational institutes

generally changed their work environment due to the closure and inefficient information

transformation and communication among subsidiaries generated barriers and a sense of

panic among employees. As mentioned before human resource is perhaps the most important

strategic resource and its performance directly influences organizational competitive

capabilities. So policy makers should keep in their mind that the relax environment plays an

important role for increase the employee’s performance. My research is helpful for HEC that

they make those policies which are flexible for the educational institutes

This study plays an important role for increasing the knowledge for upcoming persons who

want to share their views in this study in the future. The construct of job involvement is

somewhat similar to organizational commitment in that they are both concerned with an

employee’s identification with the work experience. However the constructs differ in that job

involvement is more closely associated with identification with one’s immediate work

activities whereas organizational commitment refers to one’s attachment to the organization.

It is possible for example to be very involved in a specific job but not be committed to the

organization so this knowledge plays an important role for future knowledge.

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1.5Research questions and hypothesis

1.5.1 Research QuestionWhat is the impact of job satisfaction on the employee’s performance?

1.5.2 Research HypothesisH1A: There is a relationship between job satisfaction and employees performance.

H2B: There is a relationship between motivation and employee performance.

1.6 Term definition

Job satisfaction

Job satisfaction the term describes a positive feeling about a job resulting from a evaluation

of its characteristics. a person with high level of job satisfaction holds positive feelings about

his or her job, whereas a dissatisfied person holds negative feelings. When people speak of

employee attitudes, they usually mean job satisfaction

Motivation

Motivation as the process that account for individual’s intensity, direction and persistence of

effort towards attaining a goal. Although general motivation is concerning with effort toward

any goal.

Employee performance

Employee performance the job related activities expected of a worker and how well those

activities were executed. Many business personnel directors assess the employee performance

of each staff member on an annual or quarterly basis in order to help them identify suggested

areas for improvement.

1.7 Conceptual model:

Figure1

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CHAPTER NO 2

LITERATURE REVIEWWagner (1992) described about “participation’s effect on performance and satisfaction” the

purpose was of this study to re analyse a recent review of research on relationships between

participation and performance or satisfaction and compared the results of this reanalysis with

the findings of ten other reviews. Despite ostensible differences among the initial findings of

the eleven reviews, further analysis indicates that they all support the same conclusion. He

worked on two variables participants and satisfaction. He collects the data from previous

seventy published studies. After it he performed a pair of meta-analyses on a collection of

seventy published studies and participation-satisfaction correlations also examined. He found

that there is direct relationship between participants and performance and participation can

have statistically significant effects on performance and satisfaction, but the average size of

these effects is small enough to raise concerns about practical significance.

Charlie(2001) described the relationship between “interaction among actual ease-of-moment

determinants and job satisfaction and the prediction of voluntary turnover of moment.” the

purpose of this study was to understand about effects of job satisfaction and unemployment

rate on voluntary turnover that were moderated by education, cognitive ability, and

occupation-specific training. He worked on four variables job satisfaction, voluntary

turnover, movement capital and general availability. He collected the data from primary

sources that were different surveys the data were taken from a national representative sample

of young men and women. This data were analysed via survival analysis with time dependent

covariates and repeated turnover events. The result about that study was individual level

characteristics that determine actual ease of movement, often ignored in favour of general job

availability perspectives, appear to behave similarly to unemployment rate in that job

satisfaction's negative effect on turnover was greater when either type of mobility

determinant was high.

Petty, Gail and Jerry (1984) investigated about “A meta-analysis of relationships between job

satisfaction and individual performance.” the purpose of this study was to discuss about

different controversies about job satisfaction and performance of employee. They worked on

two variables that job satisfaction and individual performance. They worked on secondary

data that were taken from different well-known companies. The data were analysed by Meta-

analysis is a statistical technique that can be used to cumulate research findings across

14

studies. It can be used to average sample correlations across studies in order to distinguish

variance that is due to statistical artefacts from variance that is due to differences

Caused by moderator variables. They found in their study that individual job satisfaction and

job performance are positively correlated. It is not unusual for performance evaluation data to

be restricted in range because of errors of leniency and central tendency as well as because of

the standardizing effects of employee selection and training programs.

Janseen explained about “Fairness perception as a moderator in the curvilinear relationships

between job demands and job satisfaction and job performance.” The purpose of this study

was to contribute to the literature on moderating job-contextual influences by examining the

effect of perceptions of fairness on curvilinear demand-response relationships. More

specifically, taking an equity theory perspective. She worked on three variables job demand,

job performance and work satisfaction. She collected the data through a sample of low-level

and midlevel management employees from a Dutch industrial organization in the food sector

received a questionnaire through regular mail. This sample of management employees was

randomly selected from diverse units representing all functions and departments of the

company. The data was analysed multiple regression analyses to test the hypothesis of

quadratic-job demands by linear fairness perceptions interaction effects on the dependent

variables of job performance and job satisfaction. The result of this study was in terms of job

design, creating a fit between reasonable demands and fair rewards will be particularly

effective and valued for the good performance because the employees are interested in long

term security good benefits and job protection.

Sherry and Rabi(1992) elaborated about “organizational stress, job satisfaction and job

performance where do we go from here? ” the purpose of this article was to tell about

different studies of two decades of empirical literature concerned with both direct and

moderating variable based analysis of the relationship of organizational stress with job

satisfaction and job performance. They worked on three variables job stress, job satisfaction

and job performance. They use historical primary data based upon different researches.

Analysis of data was done as a correlation studies. More sophisticated techniques such as

lisrel and path analysis have been used to examine the stress and satisfaction (job and

performance) they found in their study that there is a strong relationship between job

satisfaction and job performance and stress is an external factor that can badly minimize the

performance of the employee and also demotivate the employee’s efficiency.

Jhon, Jose and Boby discussed about “An examination of organizational communication as

moderator of the relationship between job performance and job satisfaction.” The purpose of

15

this study was moderating influence of organizational communication on the relationship

between job performance and job satisfaction. The study also re-examines the association

between these last two variables. They worked on three variables job performance, job

satisfaction and moderating as communication. They collected the data from 302 employees

at two manufacturing firms moderated regression analyses explored the influence of

organizational communication on the relationship between job performance and job

satisfaction. Results show that job performance has a direct, weak to moderate relationship

with job satisfaction.

Luo Lu (January 1999) described the work on “Motivation and Employees well-being related

to job satisfaction”. The purpose of this study was to investigate the relationship between job

demands and job satisfaction and mental health and impact of work motivation. He worked

on six variables intrinsic motivation, extrinsic motivation, supervisor support, colleague

support, supervisor satisfaction, promotion satisfaction and job satisfaction. By using random

sampling procedure. Home interviewed 300 working adults living in a city and worked in

Kaohsiung Company. Data were analysed using SPSS. Descriptive analysis and bivariate

correlations were conduct first followed by multivariate regression analysis. This study found

that work motivations were important moderators, and social support can be directly

protective to well-being.

Willmar and Arnold (May 2004) explained about “Job demands, employee performance, job

resources, and their relationship with burnout and engagement: a multi-sample study.” The

purpose of this study was to find out the relationship between job demands and job resources

and performance of employees. They worked on three variables job demands job resources

and employee performance. By using random sampling procedure. Home interviewed 500

working adults working in a Company. Data were analysed using SPSS. The methodology

confirm the hypothesized model indicating that burnout and engagement are negatively

related, sharing between 10 per cent and 25 per cent of their variances, burnout is mainly

predicted by job demands but also by lack of job resources and employee performance

whereas engagement is exclusively predicted by available job resources burnout is related to

health problems as well as to turnover intention, whereas engagement is related only to the

latter, burnout mediates the relationship between job demands and health problems, whereas

engagement mediates the relationship between job resources and turnover intention.

Caroline and Richare (1997) described the work on “Proximal job characteristics, feelings of

empowerment, and Intrinsic motivation” the purpose of this study was to find out the

16

relationship between job characteristics and intrinsic motivation. They worked on three

variables job characteristics, feelings of empowerment, and intrinsic motivation. The sample

was taken by Eighty-four technicians, 57 sales representatives, 13 clerks, and 6 managers

Returned completed questionnaires. The response rate was 80% for the technicians,

79% for sales representatives, 100% for clerks, and 67% for managers. The methodology

used in this article was correlation and results found that there is a negative relationship

between intrinsic motivation and quality of work life results thus support the notion that it is

useful to treat empowerment as a multidimensional construct.

Brenda and Sockel (November 1999) recognized the work on “A confirmatory factor analysis

of IS employee motivation and retention” the purpose of this study was to identify the

relationships between organizations and there is departments changing. They worked on eight

variables retention, motivation, turnover intent, loyalty, burnout job satisfaction, perception

of management, career development. After developing a questionnaire to investigate the

latent constructs of motivation and retention, they modified survey questionnaires were sent

to individual groups of professionals in the US Midwest. The sample consisted of a diverse

population of IS. Methodology used in this article for analysing the data was correlation and

regression on SPSS. The results shows that Job satisfaction and perception of management on

career development are two important indicators for the motivation construct, while loyalty,

burnout and turnover intent are the indicators for the retention construct. The results show

that the Motivation construct is highly correlated to the retention construct.

Lisa and Paul (2005) explained about “Job stress, incivility, and counterproductive work

behaviour the moderating role of negative affectivity”. The purpose of this study was to

identify the relationship between job stress and work performance. They work on three

variables job stress, work performance and effectively. Data was collected by using self-

reported questionnaires three hundred and seven participants were surveyed. The

methodology used for analysing the data was descriptive statistics and inter correlation the

results shows that Results indicate that incivility, organizational constraints, and interpersonal

conflict were negatively related to job satisfaction and positively related to CWB. Support

was also found for the role of negative affectivity as a moderator of the relationship between

job stressors and CWB, although only one significant moderator was found using peer-

reported CWB. In general, the relationships between job stressors and CWB were stronger

for individuals high in negative affectivity than for individuals low in negative affectivity.

Gary and Craigh ( June 2004) described about “work motivation theory and research at the

dawn of twenty first century” the purpose of this study was to identify the role of motivation

17

and other traits effective for good performance. They worked on six variables motivation,

needs, values, goals, effect and working behaviour. By using random sampling procedure.

Home interviewed taken by 200 employees working in a Company. Data were analysed by

using SPSS. Descriptive analysis and correlations were conduct first followed by multivariate

regression analysis. This study found that work motivations were important variable to

achieve the organizational goal and some values which create the organizational environment

which help to introduce the culture within the organization to implement the standards that

helpful to enhance the quality work.

Jeri and Vilmar (September 2008) analysed about “The Job Demands-Resources model: A

three-year cross-lagged study of burnout depression, commitment, and work engagement” the

purpose of this study was to identify the relationship between job demands and well-being

and performances of the employees. They worked on five variables Employee performance,

work engagement, well-being, depression, organizational commitment. Sample data was

collected by at baseline, a questionnaire survey was sent to all dentist members of the Finnish

Dental Association. In order to investigate the cross-lagged longitudinal analyses, we

employed structural equation modelling techniques using the AMOS 6.0 software package.

Several indicators for each latent variable were used in the tested models at both times. This

study found that the results supported both the motivational process and the health

impairment process. Job resources influenced future work engagement, which, in turn,

predicted organizational commitment, whereas job demands predicted burnout over time,

which, in turn, predicted future depression. In addition, job resources and employee

performance had a weak negative impact on burnout.

Timothy and Joyce (June 2001) recognized the work on “The job satisfaction and job

performance relationship: A qualitative and quantitative review”. The purpose of this study to

find out the relationship between job performance and job satisfaction. They worked on two

variables job satisfaction and job performance and find out the relationship with them. a new

Meta-analysis was conducted on 312 samples with a combined N of 54.41The mean true

correlation between overall job satisfaction and job performance was estimated to be .30. The

found that there is a direct relationship between job satisfaction and job performance all

mediator factors are helpful to improve the enhancement of job performance as well as the

employee is highly satisfied form the performance in terms of effectiveness and efficiency.

Lynn and harry (November 1989) elaborate about job satisfaction and organizational

commitment in relation to work performance and turnover intentions” the purpose of this

study was to find out the relationship between job satisfaction and employees commitment

18

with organization. They worked on four variables job satisfaction, organizational

commitment, and work performance and turnover intentions. They studied in a sample of

bank tellers and hospital professionals. A self-reported mail questionnaire was completed by

two samples on professionals and other one was clerical. The relative correlative and relative

contribution method used to analyse the data. The result found that organizational

commitment was more strongly related than job satisfaction with turnover intentions.

Robert, Jim, Stephen and Patrick (1997) recognized the work on “Perceived organizational

support discretionary treatment and job satisfaction” the purpose of this study was to decide

how much the organization values their contributions and well-being, employees distinguish

job conditions whose favourableness the organization readily controls versus job conditions

whose favourableness is constrained by limits on the organization's freedom of action. A

diverse sample of 295 employees drawn from a variety of organizations was surveyed to

investigate the relationship between job satisfaction and organizational support’s impact on

performance. Data were analysed by using correlation and regression test from SPSS. The

results indicated that No such relationship was found between job conditions and satisfaction.

To decide how much the organization values their contributions and well-being, employees

distinguish job conditions whose favourableness the organization readily controls versus

Job conditions whose favourableness is constrained by limits on the organization's discretion

Cheri (1992) investigated about “the relationship between satisfaction, attitudes and

performance: an organizational level analysis “the purpose of this study was to shown little

relationship between job attitude and performance for individual. He worked on three major

variables employee satisfaction, job attitude and performance for individual. Data were

collected for 298 schools in which 13,808 teachers were included. Correlation and regression

analysis were used to analyse the data. The results showed that there were relationship

between job satisfaction and employee performance which helpful for employee to enhance

the organizational commitment of an employee.

Lies and Timothy examined about “Employee attitudes and job satisfaction”. The purpose of

this study was to identify three major gaps between HR practice and the scientific research in

the area of employee attitudes in general and the most focal employee attitude in particular

job satisfaction. They worked on two variables employee attitudes and job satisfaction.By

using random sampling procedure. Home interviewed taken by 400 employees working in a

factory. Data were analysed by using SPSS. Descriptive analysis and correlations were

conduct first followed by multivariate regression analysis. Results analysed that Greater

insights on the relationship between employee attitudes and business performance will assist

19

HR professionals as they strive to enhance the essential people side of the business in a

highly competitive, global field.

Huey (2002) explored about “The influence of nurses working motivation and job satisfaction

on intention to quit”. The purpose of this study was to work on a competitive healthcare

market is indeed quality oriented, and improving the quality of healthcare services is a

continuing challenge to managers in the healthcare industry. He worked on three variables

work motivation, job satisfaction and intention to quite. This study was conducted in 3

hospitals located in southern Taiwan. These hospitals ‘nursing administrators acted as

members of the Human Subject Review committees. Using the statistical package for the

social sciences (SPSS) software, English version 10.0. Descriptive information for all

included variables was presented. The results demonstrate that this project provided an

insight on the influence of nurses ‘working motivation, job satisfaction, and general factors

on nurses ‘intention to quit Taiwan. The healthcare market in Taiwan might not have

immediate problems of nursing shortage and high turnover rates. Nursing executives still

need to reduce nurses ‘intention to quit and increase their job satisfaction.

Bond and Bunce (2003) discovered the work on “The role of acceptance and job control in

mental health, job satisfaction, and work performance” the purpose of this study was whether

or not mental health, job satisfaction, and work performance also predict levels of acceptance

and job control, one year on. Such reciprocal relationships run contrary to relevant theories

but by testing for them. Each of the 800 people selected to participate at received an envelope

that contained a cover letter that explained the study, and it asked them to print their name,

sign, and date the letter in the appropriate places, if they wished to participate. This letter was

attached to the questionnaires, and we included a “freepost” envelope that allowed

participants to send their questionnaire pack, which included their signed consent, directly to

us, free of charge to themselves. Data were analysed by using SPSS and ANOVA software.

Results indicated that acceptance predicted mental health and an objective measure of

Performance, over and above job control, negative affectivity, and locus of control.

Furthermore, these beneficial effects of having more job control were enhanced when people

had higher levels of acceptance.

Robert ( 1993) investigated about “ the influence of cognitive and effective based job

satisfaction measures on relationship between satisfaction and organizational citizenship

behaviour” the purpose of this study was to identified that job satisfaction measures

characterizes by relatively high cognitive influence will be more strongly related or not.

20

This study used cross sectional survey data collected from two companies to test for the

relative effects off affective and cognitive job satisfaction on OCB. They worked on three

variables organizational citizenship behaviours, job performance and job satisfaction. The

data was analysed in different ways by factor analysis and secondly using the scale scores,

zero order correlation. The result found that the specific nature of the job cognitions to OCB

relationship. Perceptions of fairness appear to represent job cognition better than measures of

job satisfaction and thus may prove to be strong predictors of citizenship.

Patrick, Timothy and Lisa studied about “The impact of HR practices on the performance of

business units”. The purpose of this article examines the impact of HR practices and

organisational commitment on the operating performance and profitability of business units.

They worked on three important HR practises performance of business units, job satisfaction

and motivation. the Using a predictive design with a sample of 50 autonomous business units

within the same corporation, the article reveals that both organisational commitment and HR

practices are significantly related to operational measures of performance, as well as

operating expenses and pre-tax profits. Using the statistical package for the social sciences

(SPSS) software, English version 10.0. Descriptive information for all included variables was

presented. The results seem to indicate support for the hypothesised model. Future research

should focus on providing more detailed and more generalize able findings to add to the

knowledge base, exploring how firms can leverage people as a source of competitive

advantage.

Mark and Rodbert (1998) investigated about “motivation and job satisfaction”. The purpose

of this study was to judge the different motivation factors and job satisfaction factors which

directly and indirectly influence the organizational and employee performance. They worked

on six variables which are recognition, achievements, advancements, motivation, job

satisfaction and responsibility. They use historical primary data based upon different

researches. Analysis of data was done as a correlation studies. More sophisticated techniques

such as lisrel and path analysis have been used to examine the motivation and job satisfaction

The results analysed that Attitude is everything goes the familiar phrase. Indeed, attitudes

serve as the bottom line in specifying behaviour. However, they do not act alone. The values,

or worldview, a worker carries into the job form the foundation by which attitudes develop.

Therefore, managers must acknowledge both the significance of attitudes and values to the

actions of the worker.

Markus, Ganesh and David (January 2004) explored about “Job satisfaction, job performance

and effort”. The purpose of this study was clarifying ambiguities in the literature regarding

21

the relationships among three key constructs of work relationships: effort, job performance,

and job satisfaction. The relationship between job performance and job satisfaction is of

central interest to research in organizational psychology. They worked on three variables job

satisfaction, job performance and effort. Collected for their study of the effect of personal

difference variables on the job satisfaction of retail store managers. This data set is based on a

survey of a U.S. grocery retailer with more than 200 supermarkets. It contains typical

measures collected for job satisfaction studies and extensive operating and accounting

information for each store. They used SPSS and ANOVA for analysing the data. The results

demonstrate that a negative effect of effort on job satisfaction is consistent with agency

theory, but there is limited empirical evidence to support this assumption. Moreover, some

studies have found a positive effect of effort on job satisfaction.

Fred, Bruce, James and Steven (January 2007) investigated about “Positive psychological

capital, measurement and relationship with performance and satisfaction” the purpose of this

study was indicated that the composite factor may be a better predictor of performance and

satisfaction than the 4 individual facets. They worked on two variables work satisfaction and

work performance. Sample data was collected by 300 questionnaires and data was analysed

by using SPSS using regression and correlation tests. Results demonstrate that positive

constructs such as hope, resilience, efficacy, and optimism may have a common core that we

have labelled for convenience as psychological capital that can be measured and related to

performance and satisfaction

Thomas (August 2004) examined about “ high performance workplace practices and job

satisfaction” the purpose of this study was investigate the effects of flexible workplace

practices on an individual’s utility from working using the literature on job satisfaction as a

starting point . He worked on three variables high performance, workplace organization and

job satisfaction. The impact of HPWOs on worker’s well-being is analysed by using the

European Survey on Working Conditions (ESWC) for the year 2000, which has been

collected by the European Foundation for the Improvement of Living and Working

Conditions in 15 member countries of the European Union. Data were analysed by using

descriptive statistics. The results demonstrate that indicating that workers particularly value

the opportunities associated with these systems, such as an increased autonomy over how to

perform their tasks, and increased communication with co-workers. Being involved in team

work and job rotations as well as supporting human resource practices appear to contribute

relatively little to the increased job satisfaction from being involved in motivation.

22

Dwight and Robert(1984) examined about “attribution influences on the job performance, job

satisfaction relationship. The purpose of this study was to examine the moderating influences

of locus of control on the performance-satisfaction relationship. Locus of control is expected

to moderate this relationship because of the generalized tendency of internals to attribute job

success to internal causes. They worked on two variables job performance and job

satisfaction. The sample was comprised of 116 respondents (106 were male) at a medium

sized industrial company employing almost 1,300 workers. The study was conducted with

only the technical employees in the engineering department of the organization. Data was

analysed by SPSS by using Meta correlation and regression test. The results analysed that

stronger relationship occurred between performance and satisfaction for individuals with

internal orientations. Although levels of job performance (and job satisfaction) were

relatively constant between internals and externals, the relationship between performance and

satisfaction was significantly different for persons with greater internal orientations.

Adeyinka, Ayeni and Popoola examined about “Work motivation, job satisfaction, and

organisational commitment of library personnel in academic and research libraries in Oyo

State, Nigerea they worked on three variables motivation, job satisfaction and organizational

commitment the purpose of this study was to analysed that examine the relationship between

work motivation, job satisfaction and organizational commitment. The target population of

the study was library personnel in all research and academic libraries in Oyo state, Nigeria. A

census of five research and four academic libraries was taken. A total enumeration sampling

technique was used to select 200 library personnel Descriptive statistics, Pearson Multiple

Correlation, and multiple classification methods with t-test were employed to analyse the

collected data. Results demonstrate that no significant difference was observed in the

perceived work motivation of professional and non-professional library personnel.

23

CHAPTER NO 3

METHODOLOGY

3.1 Research paradigm:

According to Taylor, Kermode, and Roberts (2007, p. 5), a paradigm is “a broad view or

perspective of something”. Additionally, Weaver and Olson’s (2006, p. 460) definition of

paradigm reveals how research could be affected and guided by a certain paradigm by stating,

“paradigms are patterns of beliefs and practices that regulate inquiry within a discipline by

providing lenses, frames and processes through which investigation is accomplished” All

researchers have different beliefs and ways of viewing and interacting within their

surroundings. As a result, the ways in which research studies are conducted vary. However,

there are certain standards and rules that guide a researcher’s actions and beliefs. Such

standards or principles can be referred to as a paradigm. According to Taylor, Kermode, and

Roberts (2007, p. 5), a paradigm is “a broad view or perspective of something”. Additionally,

Weaver and Olson’s (2006, p. 460) definition of paradigm reveals how research could be

affected and guided by a certain paradigm by stating, “paradigms are patterns of beliefs and

practices that regulate inquiry within a discipline by providing lenses, frames and processes

through which investigation is accomplished”. All researchers have different beliefs and ways

of viewing and interacting within their surroundings. As a result, the way in which research

studies are conducted vary. However, there are certain standards and rules that guide a

researcher’s actions and beliefs. Such standards or principles can be referred to as a

paradigm. According to Taylor, Kermode, and Roberts (2007, p. 5), a paradigm is “a broad

view or perspective of something”. Additionally, Weaver and Olson’s (2006, p. 460)

definition of paradigm reveals how research could be affected and guided by a certain

paradigm by stating, “paradigms are patterns of beliefs and practices that regulate inquiry

within a discipline by providing lenses, frames and processes through which investigation is

accomplished”.

Positivism is not only the system of philosophy; nor is it simply a new from religion; nor is it

simply a scheme of social regeneration. It partakes of all of these and professes to harmonize

them under one dominant conception that is equally philosophic and social. ‘its primary

objects,’ write comet, its twofold: to generalize our scientific conceptions and to systemize

the art of social life.’ Accordingly comet’s ideal embraces the three main elements of which

human life consist thoughts, feelings and action.

24

Interpretivism defines as a research paradigm requires the consideration of ontology,

epistemology and methodology. Ontology is considered with the form and nature of reality, a

theory what exists and how exists. epistemology considered with the nature of knowledge

and considered with relationship between the knower and what van be known (Guba and

Lincoln,1994;schwandt,2001) in term of methodology ,clough and Nutbrown (2002:31) view

its task as un covering and justifying research assumptions as far as practicably as possible

and in doing so to locate the claims which the research makes with in the tradition of inquiry

which use it .

Pragmatism is a singular and multiple realities e.g. researcher’s test hypothesis and provides

multiple perspectives. Is a collaborative process of collecting, documenting validating a set of

requirements that constitute an agreement among key projects stack holders. Definition is

further divide into the critical process areas of elicitation, analysis, and specification and

validation process. From pragmatism perspective strives for requirements that are user

validated and clear enough to allow the team to proceed with design, construction and testing

at an acceptable level.

My research falls in positivism Paradigm because I want to verify the theory and want to

check the empirical relationship between different variables.

3.2 Research approach

Research in common parlance refers to a search for knowledge. Once can also define

research as a scientific and systematic search for pertinent information on a specific topic.

Infect research is an art of scientific investigation. The advance Learner’s Dictionary of

Current English lays down the meaning of research ‘a careful investigation or inquiry

especially through search for new facts in any branch of knowledge. The research is to

discover answers to questions through the application of scientific procedures the main aim

of research is to find out the truth which is hidden and which has not been discovered as yet.

Quantitative research method focus attention on measurements and amounts (more and less

large and smaller, often and seldom, similar and different) of the characteristics displayed by

the people and events that the research studies. However researchers who are concerned with

such matters are often not content with such a simple distinction. Qualitative research seeks

to make sense of personal stories and the way in which they interact. Qualitative inquiry is an

umbrella term of various philosophical orientations to interpretive research

25

Qualitative research is conducted through an intense and/or prolonged contact with a "field"

or life situation. These situations are typically "banal" or normal, reflective of the everyday

life of individuals, groups, societies, and organisations (Miles and Huberman, 1994). In some

senses, all data are qualitative; they refer to issues relating to people, objects, and situations

(Berg, 1989, cited in Miles and Huberman, 1994). In the BE discipline there are distinct signs

of a growth in the application and acceptance of the use of qualitative approaches. Qualitative

research involves the use of qualitative data, such as interviews, documents, and participant

observation data, to understand and explain social phenomena. Qualitative researchers can be

found in many disciplines and fields, using a variety of approaches, methods and techniques.

There is a strong suggestion within the research community that research, both quantitative

and qualitative, is best thought of as complementary and should therefore be mixed in

research of many kinds. Das (1983) states that qualitative and quantitative methodologies are

not antithetic or divergent, rather they focus on the different dimensions of the same

phenomenon. Sometimes, these dimensions may appear to be confluent: but even in these

instances, where they apparently diverge, the underlying unity may become visible on deeper

penetration. The situational contingencies and objectives of the researcher would seem to

play a decisive role in the design and execution of the study.

My research falls in quantitative research approach because I want to verify the theory and

want to check the empirical relationship between different variables.

3.3 population and sampling

3.3.1PopulationThe sector which I choose is education sector from population. Questionnaire was design to

assess how the employee are responding to human recourse practices the findings from

primary data had played a major and guiding role in designing part of the questionnaires.

Population is the one whom we choose for the collection of data and which becomes part of

our survey for the research. In my research the population is teachers.

3.3.2 SamplingThere are types of sampling probability and non-probability. Probability include simple

random, cluster and stratified and non-probability include convenience sampling quota

sampling and systematic sampling A sample is a group having same characteristics of

26

populations. There are different types of sampling techniques. I use simple random sampling

technique and stratified technique.

3.3.3 Sample size

After defining population and identifying study design, it is important that many people

include in my sample. I work with quantitative data, and main objective is to verify particular

theory, then the quantitative data from a sample of people, want to use the findings to

generalize to the wider population, then it is best to use as large a sample as

possible, within available time and cost constraints. The logic is that the larger the sample,

the more likely it is to be representative of the entire population, and therefore more reliable

for generalizing your findings to the population as a whole. To work out the appropriate

sample size for study, there are many statistical procedures that can be used it is not hard and

fast rule to follow any procedure or ruleSample size for my research was 150 respondents

who filled the questionnaire.

3.4 Measures

In case of measuring, Job Satisfaction, motivation and employee performance only

respondent filled questionnaire will be used. Participant data was obtained thorough in one

survey with 5-point likert scale only. Participant will asked a few questions. The survey

contained a total of 21 questions and took approximately 10 to 15 minutes to complete.

Incomplete survey was not included in the survey. There were different measures for the

variables defined and were thought of with many complications. There were at least 5

questions in the survey obtaining data for one variable and some questions were directly

obtaining data with no complications. Measure for each variable is defined below:

Job Satisfaction

Job satisfaction was measure by asking the eleven questions by using the 5-points itemized

rating type scale ranging from (1) strongly disagree to (5) strongly agree

Motivation:

Motivation was measure by asking the four questions by using the 5-points itemized rating

type scale ranging from (1) strongly disagree to (5) strongly agree

Employee performance:

Employee performance was measure by asking the six questions by using the 5-points

itemized rating type scale ranging from (1) strongly disagree to (5) strongly agree

27

3.5 Data collection method

There are two types for data collection one is questionnaire and other one is interview.

Some advantages of questionnaire are Questionnaire is more practical related work. Large

amounts of information can be collected from a large number of people in a short period of

time and in a relatively cost effective way. It can be carried out by the researcher or by any

number of people with limited affect to its validity and reliability. The results of the

questionnaires can usually be quickly and easily quantified by either a researcher or through

the use of a software package. it can be analysed more 'scientifically' and objectively than

other forms of research. When data has been quantified, it can be used to compare and

contrast other research and may be used to measure change. Positivists believe that

quantitative data can be used to create new theories and or test existing hypotheses.

Some disadvantages are it is argued to be inadequate to understand some forms of

information - i.e. changes of emotions, behaviour, feelings etc. Phenomenologist’s state that

quantitative research is simply an artificial creation by the researcher, as it is asking only a

limited amount of information without explanation. It contains Lack of validity. There is no

way to tell how truthful a respondent is being. There is no way of telling how much thought a

respondent has put in. The respondent may be forgetful or not thinking within the full context

of the situation. People may read differently into each question and therefore reply based on

their own interpretation of the question - i.e. what is 'good' to someone may be 'poor' to

someone else, therefore there is a level of subjectivity that is not acknowledged.

These are some advantages for interview it is useful to obtain detailed information about

personal feelings, perceptions and opinions. They allow more detailed questions to be asked.

They usually achieve a high response rate. Respondents' own words are recorded ambiguities

can be clarified and incomplete answers followed up. Precise wording can be tailored to

respondent and precise meaning of questions clarified (e.g. for students with English as a

Second Language).interviewees are not influenced by others in the group. Some interviewees

may be less self-conscious in a one-to-one situation. There is a level of researcher imposition,

meaning that when developing the questionnaire, the researcher is making their own

decisions and assumptions as to what is and is not important. Therefore they may be missing

something that is of importance.

28

Some disadvantages of interview methods are they can be very time-consuming: setting up,

interviewing, transcribing, analysing, feedback, reporting. It can be costly. Different

interviewers may understand and transcribe interviews in different ways. It requires highly

skilled interviewer. It requires more energy. It May sometimes involve systematic errors. It is

more confusing and a very complicated method.

Every method has its own pros and corns. For my research point of view questionnaire is

more appropriate for answering the research question.

3.6 Methodology

There are two types of analysis descriptive analysis and inferential analysis.

Descriptive statistics is a set of brief descriptive coefficients that summarizes a given data set,

which can either be a representation of the entire population or a sample. The measures used

to describe the data set are measures of central tendency and measures of variability or

dispersion. It include survey and facts finding enquires of different kinds the major purpose

of this research is description of the state of affairs as it exists at present in social sciences

and business research we use the term of descriptive research the main characteristics of this

method research has no control on variables only report what has happened and what is

happening

In the inferential statistics, we are trying to reach conclusions that extend beyond the

immediate data alone. For instance, we use inferential statistics to try to infer from the sample

data what the population might think.

There are much type of tests which are apply in both analysis but for analysis the test which

is required for me are descriptive statistics, reliability test, histogram, scatter plot, correlation

and regression.

Descriptive statistics is a set of brief descriptive coefficients that summarizes a given data set,

which can either be a representation of the entire population or a sample. Descriptive

statistics is very important because with the help of it we can easily identify outliers of data

entry errors. Without using descriptive statistics if jumping direct on regression and

contingency technique so it is a big mistake. In descriptive statistics we identify the minimum

value, maximum value, mean, and standard deviation of our data. There are three variables in

29

my study (job satisfaction, motivation, employee performance) and descriptive statistics has

been applied on all variables.

Standard deviation is a measure of the dispersion of a set of data from its mean. The more

spread apart the data, the higher the deviation. In probability and statistics, the standard

deviation of a probability distribution, random variable, or population or multisets of values

is a measure of the spread of its values. Standard deviation is the most common measure of

statistical dispersion, measuring how widely spread the values in a data set is. If the data

points are all close to the mean, then the standard deviation is close to zero. If many data

points are far from the mean, then the standard deviation is far from zero. If all the data

values are equal, then the standard deviation is zero. There are three variables in my study

(job satisfaction, motivation, employee performance) and standard deviation has been applied

on all variables.

Regression is a statistical measure that attempts to determine the strength of the relationship

between one dependent variable and a series of other changing variables (known as

independent variables). The two basic types of regression are linear regression and multiple

regressions. Linear regression uses one independent variable to explain and/or predict the

outcome of dependent veritable , while multiple regressions uses two or more independent

variables to predict the outcome. . There are three variables in my study (job satisfaction,

motivation, employee performance) and regression has been applied on all variables.

Histogram is a graphical representation, similar to a bar chart in structure that organizes a

group of data points into user-specified ranges. A graph that uses vertical column to show

frequencies how many time each score occurs The histogram condenses a data series into an

easily interpreted visual by taking many data points and grouping them into logical ranges or

bins. Histograms are commonly used in statistics to demonstrate how many of a certain type

of variable occurs within a specific range. There are three variables in my study (job

satisfaction, motivation, employee performance) and histogram has been applied on all

variables.

Scatter plot Also known as scatter diagram or scatter graph, a scatter plot is a visual

representation of the relationships or associations between two numerical variables, which are

represented as points (or dots), and each plotted at a horizontal axis (y-axis) and vertical axis

(y-axis). In other words, it looks like a bunch of dots on a graph rather than lines or bars on a

graph. A scatter plot does not identify variables as dependent or independent, as any type of

30

variable can be plotted on either axis. The scatter plot is used to determine the three most

common kinds of relationships: positive or rising, negative or falling, and no

relationship. . There are three variables in my study (job satisfaction, motivation, employee

performance) and scatter plot has been applied on all variables.

Correlation Used to describe the observed relationship between instances of two events. A

systematic pattern can be seen in the occurrences of events that are correlated. When the

events involve numbers, a positive correlation means that as one increase, the other increases

as well. A negative correlation means that as one increase, the other decreases. Correlation

does not imply causation in any way. In other words, just because two events are correlated

does not mean that one causes another, or has anything to do with the other correlations deal

only with observed instances of events, and any further conclusions cannot be inferred from

correlation alone. There are three variables in my study (job satisfaction, motivation,

employee performance) and correlation has been applied on all variables

31

CHAPTER NO 4

ANALYSIS

Descriptive analysis

4.1.1Reliability testFigure 2

Sr. No Construct/ variables CronbachAlpha1 Job satisfaction .7532 Motivation .8043 Employee performance .899

Interpretation:

To check reliability of variables reliability test is applied on all variables which are job

satisfaction motivation and employee’s performance. The above table shows the value of

Cronbach’s alpha of all variable. The value of Cronbach’s Alpha for job satisfaction is .753,

for motivation is .804 and for employee performance is .899.The value of Cronbach’s alpha

for all variables is greater than 0.70 which shows a high level of reliability

4.1.2Demographic profile of respondents

Figure 3

Variable Frequency %GenderMale 78 52%Female 72 48%AgeLess than 25 years 29 19.3%25-35 years 63 42.0%35-45 years 34 22.7%45-years plus 24 16.0%Nature of jobPrimary job 91 60.7%Part time job 59 39.3%Organizational levelGovernment 73 48.7%Private 77 51.3%

32

Interpretation:

Figure 3 shows overall result of my research demographic information of my research presents that

from total 150 respondents 78 are males and 72 are female. Consecutively with the percentages of

52% and 48%. Ages of my respondents are from less than 25 years are 29 with percentage of 19.3%.

respondents whose age is less 25-35 years are 63 with percentage of 42.0%,34 respondents whose age

is 35-45 years with percentage of 22.7% and persons whose age is 45 years plus are 24 with 16.0%.

There are 91 respondents who belong with primary job and 59 respondents who belong with part time

job consecutively with the percentages of 60% and 39.3%. 73 respondents in my research belongs

with government and 77 respondents are from private institutes.

4.1.3 HistogramFigure 4

Interpretation

The figure 4 shows the histogram test applied on the variable which is job satisfaction. In this

histogram the highest peak is within the range of 3.00 to 4.00 the histogram of job satisfaction shows

a curve which is similar to bell shape curve but this curve is slightly shifted toward right side so the

histogram is said to be approximately normal.

33

Figure 5

Interpretation

The above figure 5 shows the histogram test applied on the variable which is motivation. In this

histogram the highest peak is within the range of 3.00 to 4.00 the histogram of motivation shows a

curve which is similar to bell shape curve but this curve is slightly shifted toward right side so the

histogram is said to be approximately normal.

Figure 6

Interpretation

The above figure 6 shows the histogram test applied on the variable which is employee performance.

In this histogram the highest peak is within the range of 2.00 to 4.00 the histogram of employee

34

performance shows a curve which is similar to bell shape curve but this curve is slightly shifted

toward left side so the histogram is said to be approximately normal.

4.2Inferential Analysis

4.2.1 Inferential analysisFigure 7

Interpretation

Above figure 7shows the scatter plot test between motivation and job satisfaction. In this figure linear

regression line move from lower to upward. Which suggest that there is a positive relation between

motivation and job satisfaction .The value of R square quadratic is 0.395 and R square linear is 0.388

(0.395 – 0.388 = 0.007). The difference between two values is less that 0.05 so there is also linear

association among motivation and job satisfaction.

35

Figure 8

Interpretation

Above figure 8 shows the scatter plot test between employee performance and motivation. In this

figure linear regression line move from lower to upward. Which suggest that there is a positive

relationship between employee performance and motivation. The value of R square quadratic is 0.395

and R square linear is 0.318 (0.395 – 0.318 = 0.077). The difference between two values is greater

than 0.05 so there is no linear association among employee performance and motivation.

Figure 9

36

Interpretation

Above figure 9 shows the scatter plot test between employee performance and job satisfaction. In this

figure linear regression line move from lower to upward. Which suggest that there is a positive

relation between employee performance and job satisfaction. The value of R square quadratic is 0.585

and R square linear is 0.427 (0.585 – 0.427 = 0.158). The difference between two values is greater

than 0.05 so there is no linear association among employee performance and print job satisfaction.

4.2.2Correlation

Figure 10

Correlations

jobsatisfaction motivation

jobsatisfaction Pearson Correlation 1 .623**

Sig. (2-tailed) .000

N 150 150

motivation Pearson Correlation .623** 1

Sig. (2-tailed) .000

N 150 150

**. Correlation is significant at the 0.01 level (2-tailed).

Interpretation:

37

Above figure 10 tells to investigate if there was a statistically significant association between

job satisfaction and motivation, a correlation was computed. Both the variables were

approximately normal there is linear relationship between them hence fulfilling the

assumptions for Pearson's correlation. Thus, the Pearson’s r is calculated, r= 0.623, p < .001

relating that there is highly significant relationship between the variables. The positive sign of

the Pearson's test value shows that there is positive relationship; the effect size is large

relating that there is strong relationship between job satisfaction and motivation.

Figure 11

Correlations

Motivation

Employeeperforma

nce

Spearm

an's rho

Motivation Correlation Coefficient 1.000 .569**

Sig. (2-tailed) . .000

N 150 150

employeeperformance Correlation Coefficient .569** 1.000

Sig. (2-tailed) .000 .

N 150 150

**. Correlation is significant at the 0.01 level (2-tailed).

Interpretation:

To investigate if there was a statistically significant association between employee

performance and motivation, a correlation was computed. Both the variables were

approximately normal there is no linear relationship between them hence fulfilling the

assumptions for spearman's correlation. Thus, the spearman’s r is calculated, r= .569 p < .001

relating that there is highly significant relationship between the variables. The positive sign of

the spearman's test value shows that there is positive relationship, the effect size is large

relating that there is strong relationship between employee performance and motivation test.

38

Interpretation

To investigate

if there was a

statistically significant association between job satisfaction and employee performance, a

correlation was computed. Both the variables were approximately normal there is no linear

relationship between them hence fulfilling the assumptions for spearman's correlation. Thus,

the spearman’s r is calculated, r= 0.747, p < .001 relating that there is highly significant

relationship between the variables. The positive sign of the spearman's test value shows that

there is positive relationship, the effect size is large relating that there is strong relationship

between job satisfaction and employee performance test.

4.2.3 RegressionFigure 13

Variables Entered/Removedb

Model Variables Entered

Variables

Removed Method

1 Job satisfactiona . Enter

a. All requested variables entered.

b. Dependent Variable: motivation

39

Figure 12

Correlations

Job satisfaction

Employee

performance

Spearma

n's rho

Job satisfaction Correlation Coefficient 1.000 .747**

Sig. (2-tailed) . .000

N 150 150

Employee performance Correlation Coefficient .747** 1.000

Sig. (2-tailed) .000 .

N 150 150

**. Correlation is significant at the 0.01 level (2-tailed).

Model Summary

Model R R Square Adjusted R Square

Std. Error of the

Estimate

1 .623a .388 .384 .50744

a. Predictors: (Constant), job satisfaction

ANOVAb

Model Sum of Squares df Mean Square F Sig.

1 Regression 24.140 1 24.140 93.748 .000a

Residual 38.110 148 .257

Total 62.250 149

a. Predictors: (Constant), job satisfaction

b. Dependent Variable: motivation

Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) .789 .319 2.475 .014

Job satisfaction .786 .081 .623 9.682 .000

a. Dependent Variable: motivation

Interpretation:

Regression equation is motivation = 0.78+ 0.786(job satisfaction)

Interpretation

Simple regression was conducted to investigate how well motivation dependent on employee

performance. The results were statistically significant as p<.001. The indentified equation to

understand this relationship was motivation = .78 + 0.786* (job satisfaction). The adjusted

R2value was .384. This indicates that 38% of the variance in motivation was explained by job

satisfaction.

40

Figure 14

Variables Entered/Removedb

Model Variables Entered

Variables

Removed Method

1 Employee

performancea. Enter

a. All requested variables entered.

b. Dependent Variable: motivation

Model Summary

Model R R Square Adjusted R Square

Std. Error of the

Estimate

1 .564a .318 .313 .53566

a. Predictors: (Constant), employee performance

ANOVAb

Model Sum of Squares df Mean Square F Sig.

1 Regression 19.784 1 19.784 68.949 .000a

Residual 42.466 148 .287

Total 62.250 149

a. Predictors: (Constant), employee performance

b. Dependent Variable: motivation

Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) 1.681 .265 6.346 .000

Employee performance .554 .067 .564 8.304 .000

a. Dependent Variable: motivation

Regression equation is motivation = 1.681 + .554(employee performance)

Interpretation

Simple regression was conducted to investigate how well motivation dependent on employee

performance. The results were statistically significant as p<.001. The indentified equation to

understand this relationship was motivation = 1.681+ .554* (employee performance). The

41

adjusted R2 value was .313. This indicates that 31% of the motivation was explained by job

satisfaction.

42

CHAPTER NO 5

DISCUSSION AND CONCLUSION

5.1 Discussion:

The research is based on impact of job satisfaction on employee performance .In these variables

employee performance is dependent on job satisfaction and job satisfaction is independent and

motivation is mediating variable. In this research different tests has been use to analyze the

relationship between independent and dependent variables. The research which I had conducted is in

positivism paradigm which is define as positivism is not only the system of philosophy; nor is it

simply a new from religion; nor is it simply a scheme of social regeneration. It partakes of all

of these and professes to harmonize them under one dominant conception that is equally

philosophic and social. ‘its primary objects,’ write comet, its twofold: to generalize our

scientific conceptions and to systemize the art of social life.’ Accordingly comet’s ideal

embraces the three main elements of which human life consist thoughts, feelings and action’s

use quantitative method because I want to verify existing theory of job satisfaction and

employee performance.

In this research 52 % are male participants and 48% are female participants, which show that male

respondents are greater than female respondents. 19.3% respondent’s age is less than 25 years, while

42.0% respondent’s age is in between 25-35 years. 22.7% respondents age is in between 35-45

years.16.0% respondents are those whose age 45 plus years. If we look at the percentages most of the

respondents age are in between 25-35 years with the percentage of 22.7%. The second highest

percentage of respondents is 22.7% who’s age are 35-45 years.

Histogram test was applied on variables. According to that test all variables form a curve that is

similar to bell shape curve. Scatter plot tests was applied on variable to find that there is linear relation

between these variables or not. The analysis of scatter plot of variables shows that variables have

linear relationship as well as nonlinear. The value of R square quadratic is and R square linear is

0.388 (0.395 – 0.388 = 0.007). The difference between two values is less that 0.05 so there is also

linear association among job satisfaction and employee performance. Thus the assumption of Pearson

correlation was fulfilled so Pearson correlation test was applied on variables. The result of Pearson

correlation shows that there is relationship between variables. The value of R square quadratic is

0.395 and R square linear is 0.318 (0.395 – 0.318 = 0.077). Thus the assumption of spearman

correlation was fulfilled so spearman correlation that shows there is no linear relationship. The value

of R square quadratic is 0.585 and R square linear is 0.427 (0.585 – 0.427 = 0.158). The difference

43

between two values is greater than 0.05 so there is no linear association among variables because

spearman correlation test was applied.

Job satisfaction and employee performance were approximately normal there is linear relationship

between them hence fulfilling the assumptions for Pearson's correlation. Thus, the Pearson’s r is

calculated, r= 0.623, p < .001 relating that there is highly significant relationship between the

variables. The positive sign of the Pearson's test value shows that there is positive relationship.

Employee motivation and employee performance variables were approximately normal there is no

linear relationship between them hence fulfilling the assumptions for spearman's correlation. Thus, the

spearman’s r is calculated, r= .569 p < .001 relating that there is highly significant relationship

between the variables. The positive sign of the spearman's test value shows that there is positive

relationship. Job satisfaction and employee performance the variables were approximately normal

there is no linear relationship between them hence fulfilling the assumptions for spearman's

correlation. Thus, the spearman’s r is calculated, r= 0.747, p < .001 relating that there is highly

significant relationship between the variables. The positive sign of the spearman's test value shows

that there is positive relationship

The regression tests were also applied on variables to identify the relationship between independent

and dependent variable. According to regression test the model is good fit because the significance

value in ANOVA table is .000 which is less than 0.05. When we talk about contribution of

independent variable on dependent variable in model summary the adjusted R square value is .384.

This value indicates that independent variables have positive contribution to dependent variable

employee performance, Value 67.0 % contributes job satisfaction and rest of 23.0 % is contributed by

other factors.

5.2 Conclusion

The research is based on impact of job satisfaction on employee performance, where job satisfaction

and employee performance has a positive relationship. Employee performance plays a vital role for

enhanced the performance of overall organization if employee is motivated towards his or her job he

or she also satisfied from the job. Employee performance helps informs the employer about the

satisfaction and performance of employee. .In order to retain the loyal employees one has to make

strong performance appraisals that a good employee can retain his or her performance.Motivation

performs several functions which have impact on employee performance. After conducting this

research it is recognize that job satisfaction is an important indicator of how employees feel in

educational sector. About their job satisfaction it is also helpful for institutes includes reduction in

complains and grievances absenteeism, turnover and termination; as well as improve punctuality and

worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a

44

good indicator of longevity. Job satisfaction is not a synonyms with organizational morale, which the

possession of feeling have being accepted by and belonging to a group of employees through

adherence to common goals and confidence in desirability of these goals morale is the by-product of

the group while job satisfaction is more an individual state of mind while motivation is a state

between employee performance and job satisfaction which enhance the working of employees and

keep their attitude positive towards their working abilities intrinsic and extrinsic two thing from

which employee could b motivated towards his or her work. Intrinsic motivation means internal

satisfaction like appraisal an appraised the employee on good performance in front of colleagues and

external motivation is something to provide monetary benefits that automatically increases the

performance of employees. Which could increase the performance of employees and as well as

performance of organizations.

5.3 Implications

Manager need to develop a transparent, unbiased and competitive competition

in institutes.

As the study shows that job satisfaction has strong impact on employee

performance so mangers should focus on different types of motivational

activities that increase the motivational level of employees that also helpful to

increase the performance and also helpful to increase the satisfaction towards

their job.

The government function is to make and enforce the compulsory rules of

conduct for educational sector to improve the performance and motivation of

teachers

Government and managers should take steps to improve the literacy rate of

Gilgit by introducing new techniques for teachers that they take proper

intention towards their job.

Manager should need to develop a proper plan that enhances teacher’s

motivational level towards their duties.

Government and educational board should need to make clear policies for

their institutions in which all the facilities available to enhance the

performance as well as the satisfaction towards their job

45

5.4 Limitation

Already this study had been conducted in developed country for check out the impact of job

satisfaction on employee performance. Because of the unavailability of resources e.g.

financial resources and timing problem I narrow down my research only to the Gilgit city.

Overall, there were not any surprising findings. The study conducted corresponded with the

previous research as to what factors can predict job performance. Because the study was

conducted on a small sample in a mid-sized city, more research on different samples would

need to be conducted to draw further conclusions. Also, there is a lack of sufficient research

on this topic

5.5 Future Research

This study plays an important role for increasing the knowledge for upcoming persons who want to

share their views in this study in the future. The construct of job satisfaction is somewhat similar to

organizational commitment in that they are both concerned with an employee’s performance with the

work experience. However the constructs differ in that job satisfaction is more closely associated with

identification with one’s immediate work activities whereas organizational commitment refers to

one’s attachment to the organization because of good recognition and satisfaction. It is possible for

example to be very involved in a specific job but not be committed to the organization because of

satisfaction so this knowledge plays an important role for future knowledge.

46

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http://books.google.com.pk/books?

id=v6ZJAAAAIAAJ&printsec=frontcover&dq=positivism&hl=en&sa=X&ei=MyS4Udb2M

uWn4ASex4FI&ved=0CDMQ6AEwAQ

http://books.google.com.pk/books?id=3WJ6dTIr8iEC&lpg=PA170&dq=interpretivism

%20definition&pg=PA170#v=onepage&q=interpretivism%20definition&f=true

http://books.google.com.pk/books?id=FoPrCBWUI34C&lpg=PA391&dq=paragmatism

%20definition&pg=PA391#v=onepage&q=paragmatism%20definition&f=true

http://books.google.com.pk/books?id=8c6gkbKi-F4C&lpg=PA1&dq=research%20approach

%20definition&pg=PA2#v=onepage&q=research%20approach%20definition&f=true

http://books.google.com.pk/books?id=qx-yzSILfbMC&lpg=PA1&dq=quantitative

%20research%20method%20definition&pg=PA2#v=onepage&q=quantitative%20research

%20method%20definition&f=true

http://www.inclentrust.org/uploadedbyfck/file/compile%20resourse/Qualitative

%20Research/Presentations/Qualitative%20Research%20in%20Information%20Systems.pdf

http://books.google.com.pk/books?id=8c6gkbKi-F4C&lpg=PA1&dq=research%20approach

%20definition&pg=PA3#v=onepage&q=research%20approach%20definition&f=true

Impact of Job Satisfaction on Employee Performance:

49

Dear participant,

The aim of the following survey is to examine the impact of job satisfaction on employee

performance. I am the student of Superior University and the survey has been conducted by

me for my thesis purpose. It will take only 10min to complete this survey. All the information

provided by you will be kept confidential.

Thanks for your time and cooperation.

Name (optional)

1. Age Less than 25 years 25 – 35 year 35 – 45 year 45 plus

2. Gender Male Female

3. Nature of your job Primary job Part time job

4. Organizational Level Government Private

5. Department 6. Designation

Please indicate how strongly you agree or disagree with each statement using the scale given below. Please mark the appropriate answer.

ScaleStrongly Agree Agree Neutral Disagree Strongly

Disagree5 4 3 2 1

Job Satisfaction1 I am satisfied with my current job. 5 4 3 2 12 The work I do on this job is very 5 4 3 2 1

50

meaningful to me.3 My institute is willing to help me if I

need a favour5 4 3 2 1

4 My present job in light of my career expectations.

5 4 3 2 1

5 I feel satisfied and happy when I discover that I have performed well on this job.

5 4 3 2 1

6 I would not consider taking another job. 5 4 3 2 17 I find real enjoyment in my job 5 4 3 2 18 In my daily work, how free I am to

make decisions and to act on them5 4 3 2 1

9 My present job when I compare it to jobs in other institutes.

5 4 3 2 1

10 I am satisfied with my status in community

5 4 3 2 1

11 I am satisfied with my chances of being promoted to a better position

5 4 3 2 1

Motivation1 I feel that my skills and capacities are

use in my job.5 4 3 2 1

2 I always willing to help my colleagues in their work

5 4 3 2 1

3 My supervisor has to work hard to develop a friendly working atmosphere among their people.

5 4 3 2 1

4 My management is really interested in motivating the employee.

5 4 3 2 1

Employee Performance1 I perform tasks that are expected from

me.5 4 3 2 1

2 I feel successful on my job when, I perform better than my colleague

5 4 3 2 1

3 I can clearly demonstrate that I am the best qualified person.

5 4 3 2 1

4 I am clearly the most productive employee.

5 4 3 2 1

5 I continue to look for new ways to improve the effectiveness of my work.

5 4 3 2 1

6 I make constructive suggestions to improve the overall

5 4 3 2 1

51