Job Satisfaction

Report on Job Satisfaction
Organizational Behavior

11/27/2012
EMBA Spring, 2012

Submitted By:
Mr. Raju Karki
Ms. Rama Satyal
Mr. Ramesh K.C
Mr. Sandeep Amir Kansakar
Mr. Sanjeev Shrestha

Submitted To:
Mr. Shanker Raj Pandey
Contents

Annex I: The Survey Questionnaire
Case Analysis on Job Satisfaction in Nepal Telecom, Mobile Service Directorate, Sajha Office

Why we choose Job Satisfaction and why?
In this professional world job satisfaction is the key indicator as more emphasis is taken to ensure turnover rates are brought to the minimum. Organizations have marked in their calendar of events the yearly employee survey to ensure to get feed backs on the way the organization is performing, the benefits given by the organization is at acceptable levels to the employees and what can be done to improve employee experience within the organization. Job satisfaction is the key factor that determines the better performance of an individual to achieve the organizational objective, prevents high turnover, absenteeism, etc. Employees who have higher job satisfaction are traditionally more loyal and work harder, particularly when they have high satisfaction with their career development and work facilitation. This good attitude is passed onto customers who report a better quality of customer service from more satisfied employees.

Assessing employees' attitudes focusing on their job satisfaction has received substantial attention and has become a general activity in many organizations concerned with the physical and the psychological well- being of people. Therefore, understanding the factors that influence employees' satisfaction may be considered a prerequisite for organizational managers to motivate employees’ and guide their activities in the desired direction as employees are considered a decisive factor in an organization’s effectiveness. Similarly, work performance, being a dynamic issue has received much attention from many organizational researchers as well as human resources managers. Taking into account that the rewards whether they are intrinsic or extrinsic rewards as well as the benefits received by employees from their jobs and the organizations they work at affect their inputs in terms of their efforts, skills, creativity, and productivity that they are willing to contribute in their jobs in return for what they aspire from the organizations to fulfill their needs.

Therefore, the research will examine which factors affect employees’ satisfaction with a focus on the relation between job satisfaction and task related performance. Satisfaction is very important due to its association with other variables pertaining to the overall organizational success such as increased productivity, organizational commitment, lower absenteeism and turnover and above all organizational effectiveness. Job satisfaction is one of most important fields of study in the subject of human resource management. This important role of job satisfaction function leads the way in assuring high level of job satisfaction among the employees. The topic forms an integral part of organizational effectiveness and that has instigated me to choose this topic of job satisfaction.

Theoretical background:
This part of the conceptual framework is composed of a conceptual model to illustrate the different facets of job satisfaction that have impact on the overall satisfaction and how the overall job satisfaction-performance correlation is shown, followed by the concepts defining job satisfaction with categorizing it into job facets that have impact on the overall job satisfaction. Also, the performance variable is defined with differentiating between task and contextual performance to improve our understanding about the meaning of performance, and then the motivation area is emphasized as it plays a key role that triggers employees’ satisfaction and performance relationship.

In light of the above conceptualization of satisfaction and performance, we can conclude that it is very important to interpret the meaning of these variables in order to be able to assess their dynamics. Thus, work performance is a vital element for any organization thriving for success through its competent human capital that is considered as the main asset of the organization. Similarly, job satisfaction is the positive feeling that stimulates the individual’s behavior to excel in the job and dedicate his or her effort towards reaching goals.

In any professional career, job satisfaction is the key factor that determines the better performance of an individual to achieve the organizational objective, prevents high turnover, absenteeism, etc.
Job satisfaction is related to the better work performance, turnover and absenteeism.

Organization Introduction
Nepal Telecom (NT) is the largest telecommunication company of Nepal. It is officially named Nepal Doorsanchar Company Limited (NDCL). It was a former government corporation known as Nepal Telecommunication Corporation (NTC) with monopoly in telecommunication services in Nepal. It was converted to a public limited company on April 14, 2004. NT has sold around 10% of its share to local market and company's employees in 2008. Nepal Telecom was the only provider of basic telephony services in Nepal until United Telecom Limited started providing services in 2003. Moreover, NT has large number of human resources of approximately 7000. These large numbers of human resources are working under different departments and in different locations of a country.

In addition, MSD (Mobile Service Directorate) is the important department because most of the revenue is being generated through this directorate and also this department deals with latest technologies which needs competent and smart employees. Our group member decided to perform survey of the technical employees who plays critical role in maintaining smooth running of equipments who are working under different sections of MSD. We majorly focused on the Job Satisfaction aspect of OB (Organizational Behavior) for our project work in order to analyze the variables that need to be improved. Also, our project work would help us to find out the current status of this department in terms of Job Satisfaction.

For this, our group members unanimously agreed to select Mobile Service Directorate, Nepal Telecom for the survey of Job Satisfaction. Specifically, we performed the survey of level 7 and level 8 for our project work. In our survey, we catered about 45% employees of these levels and performed survey on the basis of different aspect of Job Satisfaction like: nature of work, pay, co-workers, etc. For this, we prepared questionnaire related to different aspect of Job Satisfaction.

Research Methodology
The methodology we chose to assess the factors affecting job satisfaction is based upon a quantitative co-relational approach to examine which factors affect job satisfaction and whether the overall job satisfaction is correlated to work performance or not.

The case study was carried on the topic Job satisfaction in "Nepal Telecom (NT), Mobile Service Directorate (MSD)". The case study was limited to level 7 and 8 of the company. Out of the population of 40 staff members of the selected level, we select 18 samples randomly. The questionnaire with 37 questions were built up that consists the questions regarding pay, promotion, supervision, fringe benefits, contingent rewards, operating conditions, coworkers, nature of work and communication. The entire case is based on finding the correlation between the factors of job satisfaction and overall performance.

37 questions are divided into two categories. Some of them are positively worded and some negatively worded. Each questions consists of five options ranging from strongly disagree, disagree, neutral, agree and strongly agree. For positively worded questions, options are numbered from 1 to 5 indicating strongly disagree 1 and strongly agree 5 whereas for negatively worded questions, options are numbered from 5 to 1 indicating 5 for strongly disagree and 1 for strongly agree.
The data were collected from the staffs of MSD of level 7 and 8 working in engineering departments.

Analysis
After the collection of data from MSD regarding the job satisfaction, using the quantitative correlation approach; first task was to determine the factors affecting job satisfaction and to check whether there were any relationship between the job satisfaction and the performance variables. The survey questions which is the basis for the study of the job satisfaction contains 37 questions, out of which in 36 question, there are nine-facet scale to measure employees’ attitude towards the job and the primary variables (like pay, promotion, supervision, fringe benefits, contingent rewards, operating procedures, coworkers, nature of work and communication) that has crucial relationship with Job Satisfaction.

The results of the study showed that the Nepal Telecom staff’s overall satisfaction mean value is 2.891, which shows that the overall job satisfaction for level 7 & 8 staff of MSD falls below the neutral category of score 3. As the score for determining the satisfaction level is considered to be 1 to 3 Not Satisfied (3 in exclusive), 3 Neutral and 3 to 5 is satisfied (3 is exclusive).
Now comparing with the performance variable
Pay
For the job satisfaction variable of pay, the mean score was 2.75 which indicated that respondents are somehow dissatisfied with the variable of pay since the scores between 1 to 3 represent dissatisfaction rate.

Promotion
For the job satisfaction variable of promotion, mean score was 2.53 which also showed somehow similar results as of the above pay variable indicating that employees feel dissatisfied in terms of the promotion aspect as well.

Supervision
For the supervision, the mean score was 3.06, almost 3, which indicated that respondents stand neutral in regard to their supervisors’ relationship since satisfaction is presented when score is 3.

Fringe Benefits
For the job satisfaction variable of fringe benefits, the mean score was 2.86 which represent dissatisfaction in terms of the fringe benefits variable.

Contingent Rewards
For the job satisfaction variable of contingent reward, the mean score was 2.57 which revealed somehow similar result of un-satisfaction towards contingent rewards as that of the fringe benefits variable.

Operating Condition
For the job satisfaction variable of operating procedures, the mean score was 2.69 indicating that respondents are not pleased with the operating procedures variable which showed a dissatisfaction result.

Co-workers
For the job satisfaction variable of coworkers, the mean score was 3.59 which showed that respondents feel happy with their colleagues and they are satisfied in maintaining such a good relationship with their coworkers.

Nature of work
For nature of work, the mean score was 3.29 which presented relative satisfaction score in terms of the nature of work variable.

Communication
For the job satisfaction variable of communication, the mean score was 2.68 which represented unsatisfied result toward the variable of communication.

Quantifying the relationship between the job satisfactions with the performance variables, it is seen that, the employees are very much satisfied with the co-workers and nature of work, while they stand neutral with the supervision, supervisor’s relationship. And in respect to other variables like pay, promotion, fringe benefits, contingent rewards, operating condition and communication, employees seems to have less job satisfaction. All these depiction is also shown by the graph below:

Pay is considered an outcome that has to be distributed in proportion to inputs in order to enable employees to feel satisfied with their remuneration package which they perceive as an indication of how much the organization value their inputs and efforts. The promotion aspect is one of the intrinsic needs sought by employees and considered as an outcome of the motivator needs required to increase employees’ satisfaction by fulfilling their desire to grow and develop on the job. Supervision plays a key role relating to job satisfaction according to the direct manger’s ability to provide emotional and technical support and guidance with work related tasks. The absence of fringe benefits can lead to dissatisfaction and the aspect of fringe benefits is considered as dissatisfied leading to dissatisfaction if it is not being fulfilled although it doesn’t increase satisfaction levels. Operating conditions is one of the hygiene factors that doesn’t contribute to increase satisfaction but might lead employees to feel dissatisfied if it doesn’t exist. The findings reveal that there is a weak link between the operating condition in which the job is performed and the satisfaction of employees working at the NTC indicating that employees might not feel comfortable with some of the working conditions as lots of administrative paperwork and bureaucratic procedures but these conditions might not impact their level of satisfaction. The study found that there is a relationship between the overall job satisfaction and the variables of nature of work indicating a moderate relation between the two variables. This validates the notion of the NTC staff members as they weigh the value of their job nature subjectively as an overall package which is conceived to be moderately appealing to them. The relations with the co workers do matter with NTC staff members and affect their overall job satisfaction due to the presence of the social interactive relationships at work. It is important to have friendly and supportive colleagues as they contribute to increased job satisfaction supporting the premise of the findings those coworkers variable is strongly and positively related to the overall job satisfaction of the NTC employees. The results have revealed that the NTC staff members do consider communication as an important aspect affecting their overall job satisfaction since effective communication facilitates sharing information to reach a mutual understanding among them. Therefore, communication aspect is essential for an employee who needs to work in a pleasant working environment that ensures trust and confidence to enables them to improve the quality.

Conclusion
The main purpose of this study was to examine the relationship between Job Satisfaction and job performance. This study discusses the overall purpose of the research which was conducted through using NTC as a case study to assess the nature of the relationship between job satisfactions and work performance. This research has focused on investigating which factors affect the NTC staff members’ job satisfaction and testing whether there is a relationship that exists between overall job satisfaction and work performance variable. In addition, it has examined the relationship between overall job satisfaction and respondents’ demographic variables. The study has assessed the relations between certain factors that affect employees’ job satisfaction and in return might influence.

As demonstrated by the study, different employees are motivated differently and everyone choose to exert a certain extent of effort on the job they believe would lead to the desired outcomes they value. From the survey it showed that supervision, co workers, and nature of work are the factors which proved that people are satisfied in relation to these variables. Therefore, there is a need to identify what is it that works best for different employees in different work setup taking into account that managers and organizational leaders have to ensure that their employees believe that the increased effort will boost performance and that will lead to the desired outcomes.
Job satisfaction influences an employee’s overall output resulting in higher profit or lower profits for employers. Top management has to foster a positive and motivating working environment that enhances the quality of working life by increasing the employees’ attachment and belongingness to the NTC since employees achieve the most when a wide scope of their goals have been reached as they align their personal goals with the organizational goals through their utmost contributions.