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THE ROLES OF WORKPLACE ENVIRONMENT, REWARD AND RECOGNITION,
TEAMWORK AND TRAINING AND DEVELOPMENT ON EMPLOYEE JOB
SATISFACTION: EVIDENCE FROM CHINA CITY COMFORT INN
Thematic Certificate
To
YOUR FULL NAME（你的全名）
This Independent Study has been approved as a Partial Fulfillment of the Requirement of
International Master of Business Administration in International Business Management
Advisor: Date: / /
(Title. Name:XXXXXXXX 教授的职称及姓名)
(Associate Professor Dr. Jomphong Mongkhonvanit)
Acting Dean, Graduate School of Business Administration
Date: / /
Siam University, Bangkok, Thailand
THE ROLES OF WORKPLACE ENVIRONMENT, REWARD AND RECOGNITION,
TEAMWORK AND TRAINING AND DEVELOPMENT ON EMPLOYEE JOB
SATISFACTION: EVIDENCE FROM CHINA CITY COMFORT INN
ABSTRACT
The main objective of this paper is to find the critical problem facing by the employees
while working in organizations and find out the ways of increasing employees’ loyalty to
their organization. This paper aims to investigate how employee perceptions of their
workplace environment, reward and recognition, teamwork, training and development can
determine their job satisfaction, help organization manager to better understand what
employees feeling on their job and what they need, therefore better manage organization and
enhance employee’s positive job attitude and their motivation to their job. This paper is based
on theoretical considerations, on this basis developing the previous related researches. The
data was collected through disproportional stratified sampling technique of 200 employees
who currently working in any branches of City Comfort Inn in Nanning China and analyzed
using Ordinal Least Squares (OLS) regression. For the key factors predicted to influence
employee’s job satisfaction, the analysis found that reward, recognition and teamwork those
factors has positive relationship with employee job satisfaction. Reward is the most important
factor which means organization offer employee better reward or pay will brings significant
effect on employee job satisfaction. Moreover, this author found that education also has
important influence on employee job satisfaction. Analysis of OLS regression reveals that
employee who has higher education level will have more job satisfaction than employees
who has lower education level. Overall, the evidence suggests that organization should
establish well-function reward and recognition system and need to take attention to encourage
teamwork among employees, raise their teamwork spirit and let them better collaborate with
each other in order to increase employee job satisfaction and stimulate their motivation
toward their job.
Keywords: Human resource management, Employee job satisfaction, Workplace environment,
Reward and recognition, Teamwork, Training and development
THE ROLES OF WORKPLACE ENVIRONMENT, REWARD AND RECOGNITION,
TEAMWORK AND TRAINING AND DEVELOPMENT ON EMPLOYEE JOB
SATISFACTION: EVIDENCE FROM CHINA CITY COMFORT INN
1. INTRODUCTION
Background:
Over the past ten years, what people think about and expectation for the company is
usually depend on the company’s financial data and company’s earning. Nowadays, with the
development of globalization, extensive of information technology and increasing
international trade competition and customer demand, those affecting how people define of a
good company as well. Especially social responsibility, governance, quality of work life
(QWL), and employee job satisfaction, those are the important indicators to define the
organization whether good governance, whether well-functioning and whether suitable for
job.
Moreover, employees are the key resources of any organization. Organizing training and
developing seminar those are the meaningful channels which organization invests lots of
capital on employees, helping employees increase their skills, working experience and ability.
Under this kind of training, employees can increase their working efficiency and
effectiveness, which will caused the organization productivity increased.
However, organizations are difficult to adapt for the fast trend of information technology,
more and more intensive competition among different industries and global economy expand
after financial crisis caused increasing demand of labor market. It is very common in any
organizations that push too much working pressure to their employees and setting the KPI
and measure employee’s job performance. Nevertheless the employee rewards and
punishment system lack of standardization. These all will result in significant influence on
employee’s job satisfaction and their working attitude. Employee’s attitude will affects their
work performance as well. Workplace environment, reward and recognition, training and
development and team work those are the mostly concerned by the employees.
In the past, there are many research of human resource management which studied about
key factors affecting employee job satisfaction and what relationship they have with
employee job satisfaction. This research will focus more based on the reality of City Comfort
Inn, a hotel chains which emerging in recent years in China under the fast-developing hotel
industry, and this research is studying about the key factors such as workplace environment,
reward and recognition, training and development and team work, how are those factors
influence on employee’s satisfaction. And through this evidence, how organization can
manage their employee well in order to strengthen company’s human resource management
and improve organization productivity.
City Comfort Inn:
City Comfort Inn was established in year 2006, as one of brands under the world’s top
100 hotels group−Eastern Crown. Eastern Crown is the first hotels group in China that
specialize select-service hotel development. The group insisted in its corporate value of
“Passion, Focus, and Share” and has kept updating its products through its strategic
development. With their exquisite and highly cost-effective service, Eastern Crown is
committed to upgrading the quality of customer’s travel life. Under the hotels group, City
Comfort Inn is the leading quality express inn in China which has many branches in different
provinces and cities. At the beginning, City Comfort Inn chooses “boutique hotel” as their
product positioning and planning, designed more spacious guest rooms compare to other
hotels, in order to meet customer requirements. Effective sound insulation of casement
window makes customers fully enjoy sunshine and wide field of vision. And diversified
buffet breakfast offered to customers. Besides, City Comfort Inn provide customers
aromatherapy, background music, book bar and self-service laundry those kinds of services
and facilities which more competitive than other traditional economy hotels.
With the fast developing of tourist industry in China and economic growth, people go
out travel or business trip become more common. City Comfort Inn focus on their exquisite
and highly cost-effective service satisfied more and more customer’s needs. Within high
competition among hotels, people as the key issue in service process, so that’s why
organization emphasizes on establishing employee training programs in order to add more
value to their service. As the most typical and successful example, City Comfort Inn also pay
attention to their employee’s training and development. This research will study employees of
City Comfort Inn, how their job satisfaction relative to their company workplace environment,
reward and recognition, training and development and team work.
2. LITERATURE REVIEW
2.1 Human Resource Management
According to Armstrong (1987), Human resource management is a specialized
functional area of business that attempts to develop programs, policies, and activities to
promote the job satisfaction of both individual and organizational needs, goods and
objectives.
Rao (2000) indicated that for any organization, Human Resource Management is
considered to be the most valuable asset, which comprise of capable and talent employees
with their ability, knowledge and skills. It should be understand that human resources
management should care and support employee’s quality of work life, in order to maximize
organization wealth and achieve organizational goals. More deeply, it should be understand
that employee’s performance determine and achieve organization goals. Rao (2000) also
indicated that employee performance influenced by motivation and job satisfaction to a great
extent.
The motivations of people work in organization are varied such as earn money for daily
life, personal development in the future, and attain social experience and social recognition.
And different person has different needs for their job, so that’s why recognize and understand
employee’s job satisfaction is very important for management, which to build a good working
environment and personal development opportunities to employees. In next section will
explain what Job Satisfaction is and definition of factors which are related.
2.2 The importance of Job Satisfaction
Rao (2000) indicated that job satisfaction is not self satisfaction, happiness or self
fulfillment, it is personal feeling only regarding to their job, and act as a motivation to their
job. According to Barbara (2004), job satisfaction is personal feeling regarding to their work,
and it can be affected by multiple factors. It indicates that overall relationship between
employee and their employer. More specifically, satisfaction not only means the feeling
accompany with attain the goal, it also means the impulse of attain the goal. As previous
researchers explain what is job satisfaction, Reilly (1991) give a definition of job satisfaction
as the feeling that a worker has about his job or a general attitude towards work or a job and it
is influenced by the perception of one’s job.
There are many aspects of job satisfaction, satisfaction on their job, salary, respect and
recognition, good relationship between employee and employer, chance of promotion those
are the general aspects of job satisfaction. Each aspect will has significant influence and
contributes to the personal overall feeling of satisfaction on their job.
Study of job satisfaction strengthen management of a series of job related information,
employee development and improve working environment. Regarding to the previous study,
Shah (1990) summarized that there are many significant influences of studying job
satisfaction. First it brings the positive influence on decision making and guideline to set up
organization policy and behaviors. Second, it is a useful tool to diagnose employee’s problem
and understand their needs so that employees can produce best outcome. Third, job
satisfaction facilitates communication between employee and employer and build the better
communication system, which result as common goal for future development. Fourth, it helps
to improve employee’s attitude to their job, stimulate the sense of belonging and their
participation, better to form team work so that increase their job productivity. Fifth, it allows
established unions to know exactly what employees needs and what management is doing;
therefore, it makes it possible for shared negotiation of grievances as well as other
undesirable situation. Last, job satisfaction helps organization to establish better training and
development program for both employees in the future.
2.3 Factors affecting job satisfaction
After explaining the definition of job satisfaction the importance of job satisfaction, this
section will study the factors affecting job satisfaction and hypothesis related to each factor.
Most previous research has studies job satisfaction focus on the influence of quality of work
life, organizational culture and organizational commitment. According to Igalens et al.,
(1999), employee’s behavior in any organization is affected by job satisfaction, environment,
work place, pay and change in technology. Moreover, employee satisfaction relays on work
place, pay, promotions, interpersonal skills and relations with co-worker. To better understand
the roles of related factors above-mentioned, this research will study focus on four major
factors that have impact on employee job satisfaction, which are (1) Workplace environment,
(2) Reward and recognition, (3) Teamwork, and (4) Training and development. Following
will be the definitions of each factor and discussion of how they influence on employee job
satisfaction.
2.3.1 Workplace environment
Workplace is the place people doing their job; complete the task and deal with various
matters. According to Stallworth et al., (1996), workplace environment contains two different
components which are physical working environment and behavioral working environment.
The physical working environment should include the office occupier’s ability to physically
connect with their office environment. Ceylan (1998) also indicated that physical working
environment should include good location, airing, illuminating, comfortable temperature and
neater work place or office.
Workplace environment involve the geographical location. More specifically, it involves
building and equipments related to the working places, such as office building, equipment,
restroom, and so on. Workplace environment also include the environment surrounding the
location as well, such as quality of air, environment health and clean, noise level. Additional
subsidies of employee’s daily life are also included in workplace environment, such as free
drink and food offer, parking area, apartment provides and staff loan offer.
Workplace environment is very important for employees in any organizations.
Employees prefer good workplace environment to relax and reduce their working stress.
Comfortable working place, perfect and complete equipments, good quality of air, less noise
and appropriate temperature inside the office etc, all contribute to employee’s better feeling to
their job and which might indicate their high degree of job satisfaction. Managers should
attach importance to employee’s workplace environment; concern about what employee’s
need and improve the working conditions as much as they can. Employee who has good
feeling about their workplace environment will have more motivation into their job, high
productivity and capabilities as result. Communication and collaboration will be improved
among different departments within an organization.
Hypothesis 1: There is a positive relationship between workplace environment and
employees’ job satisfaction.
2.3.2 Reward and recognition
In any organization, reward and recognition is the most important things to employees.
Reward is one kind of employee incentives which means any form of payment according to
employee’s good performance for reaching the predetermined goals. Reward can be tangible
such as cash or bonus, or it can be intangible such as more development opportunities.
Recognition is the acknowledging of employee performance or contributions related to their
job, display of thankful for individual or teamwork efforts. According to Pascoe et al., (2002),
reward and recognition on employees’ work is important for system moral excellence,
recognition on a good job will extend to encouragement honor, which is the main predict in
rules and principals by supervisors.
Nowadays, competitions among organizations are more and more intense. Business
owners want to increase productivity and reduce costs, so they push employees to do more
job or overtime. However, employees cannot work more without getting extra paid, they
looking for getting more benefit from employer as well. According to Maurer (2001),
employee satisfaction contributes to success of organization, honor and respect these factors
plays important roles on employee job satisfaction. Less employees job satisfaction due to
absence of reward and recognition. To getting more employees job satisfaction, it is necessary
that manager of organization establish reward and recognition system to employees who have
good performance. Flynn (1998) also indicated that well-function of reward and recognition
system can raise employee’s team spirit, functioning and motivation. From these evidences,
this research anticipates that employee reward and recognition system can stimulate
employees’ working motivation and increase their productivity and performance.
Organization with well-function reward and recognition system will increase employees’ job
satisfaction as well. It is necessary for employer to offer reward and recognition on
employee’s good working performance, which stimulates motivation among employee, raise
their teamwork spirit so better collaborate between employees related to their job and bring
more profits to organization eventually.
Hypothesis 2: There is a positive relationship between reward and recognition and
employees’ job satisfaction.
2.3.3 Teamwork
The concept of team often refers to several person meet together and form a group to
complete a certain project or task, or staff they join as one group to discuss or helping each
other to solve problem. In organization, teamwork is another term used for improving
employees’ performance and completes work task. As one team, team member must define
scope of work, find out the way to deal with problem, divide the work and help each other to
attain the team goal. Successful and high efficiency teamwork depending on several
conditions, including personal capacity of each team member, integrity of team, financial
capacity, education background and working experience. According to Daulatram (2003),
execution and self-power, personal liberty, collaborate with team members and satisfaction
through team work those are the origin to raise employees self-power and motive through
teamwork.
The value of teamwork in achievement of organizational goal and enlargement in
organizational productivity are undoubted. Teamwork as the important factor in any
organization, which let employees complete their work task faster and easier, get the better
outcome compare to only done by one person. Teamwork also brings many benefits for
employees as well as organization. Firstly, it increases sense of employees’ ownership.
Employee be in one group will place them in the position same as organization. As a part of
whole, employee feel them like a valuable member of the team and encourage the sense of
ownership to their work. So they are not only work for themselves but also work for the
company. Secondly, it increases employee learning. Employee can learn the methods or
experience from other team members. And employee who has more experience can help
others to learn more and deal with problem faster. It also helps to stimulate working
motivation and build expectations. Thirdly, it increases synergy among employees. Teamwork
will increase the efficiency of department, extend and inspire other departments as well.
Helping employees to better understand the company structure and speed up their work and
establish common sense of responsibility for all different departments so that work better as a
whole.
Understand the benefits of teamwork, this research pay attention to study the relation
between teamwork and employee job satisfaction. Gladstein et al., (2007) indicated that
teamwork as a motive of job satisfaction as almost works on job satisfaction and team
performance matters, convinced that job satisfaction as an outcome of team effectiveness.
This research anticipates that team work can stimulate motivation of employee and brings
positive influence on employee’s job satisfaction.
Hypothesis 3: There is a positive relationship between teamwork and employees’ job
satisfaction.
2.3.4 Training and development
According to Jun et al., (2006), Training provides chances to employees’ enhance their
knowledge and skills for effective development. Jun et al., (2006) also indicated that
employees are able to get self-affirmation, evolution of career, and have positive feeling on
their organizations through training programs. The purpose of training and development for
employees are to improve employees’ skill and excite personal potentiality. With better
employees’ training and development programs, organizations benefit from professional skill
and high capability employees so that improve whole company development.
According to Saks (1996), trained employees are more satisfy to their job as compared
to untrained employees. Khawaja et al., (2013) also indicated that employee training is not
only benefit to improved business results but is also a powerful factor in shaping employee’s
attitudes. He explained that employee training created a motivation for increased
discretionary behavior and a satisfaction with career development that leads to increase
employee’s job satisfaction ultimate. According to the evidence from previous studies, this
research anticipates that training and development for employees will bring positively feeling
on their job so that increase their job satisfaction.
Hypothesis 4: There is a positive relationship between training and development and
employees’ job satisfaction.
3. METHODOLOGY
3.1 Sample and data collection
This research use probability sampling technique which is disproportional stratified
sampling. The researcher obtains and collects data from simple random sub-samples that are
according to their position or stratum of the population. By using this disproportional
stratified sampling technique, the sample size for each stratum is allocated according to
researcher’s analytical consideration. It allows researcher to avoid sampling bias and make
sure sample are the accurate representative of the population. To collect the necessary data,
this research conduct self-administered questionnaire survey. The target population of this
research are the staff or workers who currently working in any branches of City Comfort Inn
in Nanning city China. The purpose of study and questions in questionnaire survey were
explained to respondents, make sure they can fill in questions easily and comprehensibly.
Both English and Chinese languages for questionnaire surveys were designed as well. Data
was collected from February 2015 to April 2015. Total 300 of questionnaires was distributed
and 200 successfully completed surveys were returned back to researcher, which response
rate is 66.67 percent. Demographic and job characteristics of respondents were report as
Table 1.
Table 1: Descriptive statistics report
Demographic factor Descriptive statistics
Age Mean: 33.95
Standard deviation: 7.281
Gender Male: 44 (22%)
Female: 156 (78%)
Martial Status Married: 158 (79%)
Single: 42 (21%)
Education
Below Bachelor's degree: 119
(59.5%)
Bachelor's degree: 78 (39%)
Master's degree: 3 (1.5%)
Department
Food and beverage department: 19
(9.5%)
Room department: 53 (26.5%)
Personnel department: 14 (7%)
Front office department: 37
(18.5%)
Engineering department: 19 (9.5%)
Financial department: 22 (11%)
Security department: 7 (3.5%)
Cleaning department: 10 (5%)
Head office: 19 (9.5%)
Job Title President: 1 (0.5%)
General Manager: 4 (2%)
Hotel Manager: 14 (7%)
Hotel assistant manager: 14 (7%)
Room department manager: 6 (3%)
Room department supervisor: 7
(3.5%)
Room department shift leader: 4
(2%)
Room department attendant: 31
(15.5%)
Chef: 5 (2.5%)
Food and beverage department
attendant: 14 (7%)
Engineering department staff: 19
(9.5%)
Front office Manager: 13 (6.5%)
PA: 10 (5%)
Receptionist: 24 (12%)
Finance staff: 22 (11%)
Warehouse keeper: 5 (2.5%)
Security staff: 7 (3.5%)
Job Tenure Less than 1 year: 5 (2.5%)
1 - 2 years: 144 (72%)
3 - 4 years: 50 (25%)
5 - 6 years: 1 (0.5%)
3.2 Measures
As the main dependent variable, Employee job satisfaction showed on the first part of
questionnaire survey which is measured using a scale developed by Cammann et al., (1983)
by asking the respondents to indicate their level of satisfaction about their job. More
specifically, it contains 13 different statements and total 6 different aspects related to
employee’s job. Specifically, “Salary and benefit” and “Frequency and amount of bonuses”
are measuring employee’s job satisfaction on their pay. “Workload” and “Flexibility of work
hours” are measuring employee’s job satisfaction on their workload and working hours.
“Opportunity for advancement” and “Access to company-sponsored training and seminars”
are measuring employee’s job satisfaction related to their promotions and career prospect.
“Communication with your supervisor”, “Your supervisor’s management capabilities” and
“Your overall relationship with your supervisor” is measuring employee’s job satisfaction
related to their supervisor. “Your overall relationship with your co-workers” is measuring
employee’s job satisfaction related to their colleagues. “Your understanding of the business
mission” and “Your overall satisfaction with your company” is measuring employee’s job
satisfaction on their company, and final statement of “Overall satisfaction with your job” is
measuring employee’s job satisfaction in general. All the questions are measured by using
ordinal scale, which measurement ranging from 1 to 5 values; 1 stands for very dissatisfied to
5 stands for very satisfied.
As for the main independent variables for this research, this research study about the
roles of key factors correlated to the dependent variable. In questionnaire survey it contains
two sections. Section 1 including latent independent variables which may have significant
impact on employee’s job satisfaction, those are Workplace environment, Reward and
recognition, Teamwork, Training and development. Section 2 are control variables those are
respondents’ demographic and job characteristics. Including respondent’s Gender, Age,
Marital status, Education, Working department, Job title and Job Tenure.
The scales of study were developed from the previous studies. In section 1, Workplace
environment is measured using four items and these scales was developed by Lee (2006). The
next variable is Reward which developed by Shagufta and James (2013). It contains seven
items. Recognition has four items which is developed by Rizwan and Ali (2010), Teamwork
has seven items which taken from Parvin and Kabir (2011). The last latent independent
variable is Training and development; develop by Muhammad et al. (2012), which were
scored on a five items. All these four latent independent variables are using ordinal scale, all
the statements within each independent variables are according to employee their job’s actual
condition, scored ranging from 1 (strongly disagree) to 5 (strongly agree).
In section 2 control variables, Gender as a dummy variable, which 0 stands for female, 1
stands for male. Age is measured in years. Marital status as a dummy variable uses nominal
scale which 0 stands for single, 1 stands for married. Education measured respondent’s
educational level by using ordinal scale which 1 stands for below bachelor’s degree, 2 stands
for bachelor’s degree, 3 stands for master’s degree and 4 stands for doctoral degree. Working
department measured as a nominal scale which divides into 10 parts, including Food and
beverage department (Stands for 1), Sales department (Stands for 2), Room department
(Stands for 3), Personnel department (Stands for 4), Front office department (Stands for 5),
Engineering department (Stands for 6), Financial department (Stands for 7), Security
department (Stands for 8), Cleaning department (Stands for 9) and Head office (Stands for
10). Job title is measured by using ordinal scale which 1 stands for President, 2 stands for
General manager, 3 stands for Hotel manager, 4 stands for Hotel assistant manager, 5 stands
for Room department manager, 6 stands for Room department supervisor, 7 stands for Room
department shift leader, 8 stands for Room department attendant, 9 stands for Chef, 10 stands
for Food and beverage department attendant, 11 stands for Engineering department staff, 12
stands for Front office manager, 13 stands for PA, 14 stands for Receptionist, 15 stands for
Finance staff, 16 stands for Warehouse keeper, lastly 17 stands for Security staff. Job tenure is
measured as how many years does respondent work in their current company. By using
ordinal scale which 1 stands for less than 1 year, 2 stands for 1 to 2 years, 3 stands for 3 to 4
years, 4 stands for 5 to 6 years, 5 stands for 7 to 8 years, 6 stands for 9 to 10 years and 7
stands for more than 10 years.
3.3 Estimating technique
After collecting the completed questionnaire survey, then researcher enter these data into
IBM SPSS Statistics version 19 for further analysis. To test the hypothesized relationships as
previous stated, this research used Ordinal Least Squares (OLS) regression to analyze. OLS
regression analysis is a statistical technique for testing and checking the relationships
between independent variable and dependent variable, which can helps the researcher to
understand how typically changes the value of the dependent variable when one of the
independent variables changes while the other independent variables remain unchanged.
4. RESULTS
This author conducts the reliability test before testing the hypothesized relationships by
using OLS regression analysis. Cronbach’s alpha as the measurement to determine the
reliability of multiple items scale of each concept, which can indicate the internal consistency
of each concept’s multiple items scale and degree of reliability of measurement. Table 2
shows the results of all concepts’ multiple items scales’ degree of reliability as score of
Cronbach’s alpha. From the results which indicates that most of the concepts’ multiple items
scale has the satisfactory score of Cronbach’s alpha. Employee job satisfaction, workplace
environment, reward, and teamwork those score exceed what Nunnally (1967) recommended
the minimum value of 0.7. Recognition, Training and development has lower Cronbach’s
alpha score which are 0.677 and 0.645, however they still acceptable. Then this author
computed the summated scale for each concept’s multiple items scales’ average score for
further OLS regression analysis.
Table 2: Reliability test report
Variables
Employee
job
satisfaction
Workplace
environment Reward Recognition Teamwork
Training and
development
Cronbach's
alpha (α) 0.719 0.821 0.722 0.677 0.856 0.645
Internal
consistency Good Good Good Acceptable Good Acceptable
After computed the summated scale for each concept’s multiple items scale, this author
used Pearson correlation coefficients to analyze the bivariate correlations between the
independent variable and dependent variable. The bivariate Pearson correlation evaluates
whether there has a one-on-one statistically significant linear relationship between the
variables, and how closes the relationship between the pairs of variables being a perfectly
straight line as well. Result of Pearson correlation coefficient of one-on-one relationship
analysis reported as Table 3.
Table 3: Pearson correlation coefficient among variables
Correlations
JS
WPEV
MT RW RCNT TW
TRADVP
MT
JS Pearson
Correlation
1 .359**
.465**
.412**
.354**
.297**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 200 200 200 200 200 200
WPEVM
T
Pearson
Correlation
.359**
1 .175* .340
** .586
** .235
**
Sig. (2-tailed) .000 .013 .000 .000 .001
N 200 200 200 200 200 200
RW Pearson
Correlation
.465**
.175* 1 .360
** .086 .269
**
Sig. (2-tailed) .000 .013 .000 .223 .000
N 200 200 200 200 200 200
RCNT Pearson
Correlation
.412**
.340**
.360**
1 .310**
.255**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 200 200 200 200 200 200
TW Pearson
Correlation
.354**
.586**
.086 .310**
1 .331**
Sig. (2-tailed) .000 .000 .223 .000 .000
N 200 200 200 200 200 200
TRADVP
MT
Pearson
Correlation
.297**
.235**
.269**
.255**
.331**
1
Sig. (2-tailed) .000 .001 .000 .000 .000
N 200 200 200 200 200 200
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Next step for analysis is testing the hypothesized relationships between the factors and
employee job satisfaction and understand its roles of factors which affecting employee job
satisfaction.
According to the result, Hypothesis 1 indicates that Workplace environment as one of the
main independent variables which has positively relationship with employee job satisfaction
but it is not statistically significant (β=0.054; P=0.477). As a result, hypothesis 1 is not
statistically supported.
Hypothesis 2 indicates that there has positive relationship between reward and employee
job satisfaction (β=0.338) and it is statistically significant (P-value significant below 0.01).
Recognition also has positive relationship with employee job satisfaction (β=0.136) and this
variable is statistically significant (P=0.044). As a result, hypothesis 2 is supported.
Hypothesis 3 indicates that there has positive relationship between teamwork and
employee job satisfaction and its variable is statistically significant (β=0.160; P=0.029). As a
result, hypothesis 3 is statistically supported.
As for hypothesis 4, training and development also has positive relationship with
employee job satisfaction (β=0.064), but it is not statistically significant (P=0.318). Therefore,
hypothesis 4 is not statistically supported.
As for the control variables, the result shows that male tends to have higher job
satisfaction than female which male used as benchmark (β=0.034). However its employee job
satisfaction difference is not statistically significant (p=0.562). Older employees have more
job satisfaction than younger employees but this result is not statistically supported (β=0.039;
p=0.649). Employees who are married will have more job satisfaction than who are single
(β=0.029), which married as the benchmark. And its employee job satisfaction difference is
not statistically significant (p=0.709). Employees who has higher education level will have
more job satisfaction than employees who has lower education level and this result is
statistically supported (β=0.248; P-value significant below 0.01). As for the job title,
employees who have lower position will have more job satisfaction which job title in
questionnaire order are from high to low and its employee job satisfaction difference is not
statistically significant (β=0.110; p=0.091). And employees who works for long time in their
company will have more job satisfaction (β=0.111) however this variable is not statistically
supported (p=0.098). Overall OLS regression analysis reported as Table 4 and summarize of
regression analysis results will shown in Figure 1.
The last step is to check the multicollinearity of all the variables, in case two or more
variables are highly correlated. The variance inflation factor (VIF) as an indicator of
multicollinearity, from Table 5 the results shows that all variables have no highly correlated
and those VIF values are lower than 10 as suggested by Hair et al. (1995).
Table 4: OLS regression analysis report
Variables Coefficients
Constant 1.381**
Main independent variables
Workplace environment 0.054
Reward 0.338**
Recognition 0.136*
Teamwork 0.160*
Training and
development 0.064
Control variables
Gender (Male=1) 0.034
Age 0.039
Marital status
(Married=1) 0.029
Education 0.248**
Job title 0.110
Job tenure 0.111
R square 0.415
Adjusted R-square 0.378
Note: ** p<0.01; * p<0.05
Table 5: Multicollinearity test report
Variables Tolerance VIF
Workplace
environment
.538 1.860
Reward
.758 1.319
Recognition
.696 1.436
Teamwork
.591 1.693
Training and
development
.774 1.291
Gender (Male)
.910 1.099
Age
.430 2.324
Marital status
(Married)
.518 1.929
Education
.531 1.883
Job title
.750 1.334
Job tenure
.694 1.441
Main independent
variables
Notes:
*** p <0.001, ** p<0.01, *p<0.05;
Solid lines stand for significant coefficients
Dotted lines stand for insignificant coefficients
Figure 1: Summarize of regression
analysis results
Control variables
R2 = 0.415
Adj. R2 = 0.378
0.111
0.110
0.248**
0.029
0.039
0.034
0.064
0.160*
0.136*
0.338**
0.054
Workplace
Environment
Reward
Recognition
Teamwork
Training and
development
Employee job
satisfaction
Marital status
(Married=1)
Gender
(Male=1)
Age
Education
Job title
Job tenure
5. DISCUSSION AND CONCLUSION
The main purpose of this research is to study and analysis the key factors which will
affect employee job satisfaction and how the roles of these factors influence on employee job
satisfaction, in order to help organization manager to better understand what employees
feeling on their job and what they need, therefore better manage organization and enhance
employee’s positive job attitude and their motivation to their job. After analyze the results
from OLS regression, this author found the evidence that from the key factors which affect
employee job satisfaction, Reward, Recognition and Teamwork those factors has positive
relationship with employee job satisfaction and this result is statistically supported. Reward is
the most important factor with the weight of 0.338 and p value is significant below 0.01.
More specifically, it means organization offer employee better reward or pay will significant
increase employee job satisfaction. And the result is supported through the questionnaire
answered by the employee who working in City Comfort Inn. Therefore, it can say that
employee work in City Comfort Inn who received better reward or pay will have high level of
job satisfaction. Recognition also considered as important factor to effect employee job
satisfaction, which being weight 0.136 and p value is below 0.05. So it can be proved that
through this study employee work in City Comfort Inn who received more honor and
acknowledgement will have high level of job satisfaction. This result is quite consistent with
the results from Jun et al. (2006). Teamwork as another important factor influence employee
job satisfaction, which being weight 0.160 and p value is below 0.05, verified that more
teamwork and mutual cooperation opportunities among employees will effectively enhance
employee their positive feeling on their job which can stimulate their job motivation and
increase their job satisfaction. This result is quite consistent with the results from Gladstein
and Bresman (2007). Moreover, this author found that education also has important roles of
impact on employee job satisfaction. Analysis of OLS regression reveals that employee who
has higher education level will have more job satisfaction than employees who has lower
education level and this result is statistically supported, with being weight 0.248 and p value
is significant below 0.01.
However, this study has some restriction and weakness. First, this research aim at study
factors which might influence on employee job satisfaction and how the roles of these factors
influence on employee job satisfaction. As a result, data analysis might not reveal the
relationship between those factors and employee job performance and employee’s loyalty to
their job. Second, key factors which influence on employee job satisfaction might not
comprehensive, there might have more important factors which have significant impact on
employee job satisfaction as well. Third, self-administered questionnaire survey might lead to
inaccuracy in data collect. Respondents may unable to understand question well so filled in
the wrong answer or respondents who have extreme emotions might also gave the incorrect
answer. Fourth, the scope of study only focus on the staff or workers who currently working
in any branches of City Comfort Inn in Nanning city China, which cannot be used to make
generalizations result. Expand and enrich the target population is required for future study in
order to get more reliable and generalizations result.
Besides the restriction and weakness, this study has some meaningful implication.
Regarding to the result of analysis, this author suggest that in order to increase employee job
satisfaction and stimulate their motivation toward their job, organization should establish
well-function reward and recognition system for employee, acknowledging of employee who
have good performance. Organizations also need to take attention to encourage teamwork
among employees, raise their teamwork spirit so better collaborate between employees
related to their job. With high level of employee job satisfaction, manager can understand
their employee well in order to strengthen company’s human resource management and
improve organization productivity.
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