Research Journal of Commerce & Behavioural Science - RJCBS

More documents

Recommendations

Info

increased when the immediate supervisor is understanding and friendly, listen to employees’ opinions and shows personal interest in them, and offers praise and recognition for good performance (Locke 1976). Many researchers have examined the link between job satisfaction and management practices (Burke, 1995, 1996). According to Lambert et al. (2001), the existence of fair appraisal system can boost the employee satisfaction. Manager should create an environment where subordinates get opportunity to play an active role in decision-making process. A participative climate created by the supervisor has a more substantial effect on workers’ satisfaction than does participation in a specific decision (Miller and Monge 1986). In a survey on professional accountants in Bangladesh revealed that ‘participation in decision making’ acts as a source of job satisfaction in Bangladesh (Purohit and Belal 1998) Islam and Swierczerk (2003) found ‘better supervision’ as a variable influencing job satisfaction while conducting a survey over garments women workers in Bangladesh. Another dimension of good supervision is employee centeredness, which means managers interest in employees’ welfare. It is commonly manifested in ways, such as checking to see how well the subordinate is doing, providing advice and assistance to the individual, and communicating with the worker at personal as well as official level (Luthans 1998). Therefore, it is hypothesized that H4: The nature of supervision has positive impact on job satisfaction Colleagues People get more out of work than merely money or tangible achievements. For most employees, work also fills the need social interaction. Not surprisingly, therefore, having friendly and supportive co-workers lead to increased job satisfaction (Locke 1976). A ‘good work group’ serves as a source of support, comfort, advice, and assistance to the individual work and of course, makes the job more enjoyable. The absence of this in the workplace has negative effect on job satisfaction (Luthans 1998). A better relation with coworkers was found affecting the level of job satisfaction in garment women workers in Bangladesh (Islam and Swierczerk 2003). Therefore, we hypothesize that H5: Colleagues influence employees’ job satisfaction Working Environment Working condition also has a modest effect on job satisfaction like workgroup. There is a significant relationship exists between the work environment and the level of employee satisfaction in the work place (Herzberg, 1968; Spector, 2008). Several researchers have examined the relationship between job satisfaction and organizational commitment (Currivan, 1999; Daulatram, 2003; Lok and Crawford, 1999; Vandenberg and Lance, 1992). Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. If the working condition is good, the personnel will find it easier to carry out their job. If not, it will be more difficult to get things done. In other words, if things are good, there may not any job satisfaction problem. Nevertheless, things are otherwise, the likeliness of job dissatisfaction increases (Luthans 1998). Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. In addition, most employees prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment (Locke 1976). Therefore, it is hypothesized that H6: Work environment has positive impact on job satisfaction The hypothesized relationship can be shown in the following Figure1 Figure 1: Determinants of Job Satisfaction www.theinternationaljournal.org > RJCBS: Volume: 01, Number: 08, June-2012 Page 30
Research Methodology Questionnaire and its Construct Validity Based on the above literature review, an elevenitem questionnaire is prepared following 5–point Likart scale (1 = Strongly Disagree, 5 = Strongly Agree and 3 = Neutral). Conceptually ‘3’ represents neither satisfied nor dissatisfied with the variable. Thus, recording ‘4’ and ‘5’ represent satisfaction, the higher the number, the greater the satisfaction level. Similarly, recording ‘1’ and ‘2’ represent dissatisfaction, the lower the number, the greater the level of dissatisfaction. For this study, 600 questionnaires were distributed among the employees of 18 different private companies in Dhaka, Bangladesh out of which 467 questionnaires were received. Each of the response received systematically screened for errors, incomplete and missing responses. However, those responses that still contained questions in the survey questionnaire that had been remained unanswered or left incorrectly answered finally discarded from data analysis in order to establish a rationality of analysis through proper representation. After having the screening process completed, 437 responses found valid for data analysis. This represents a rate of 72.8%, which is considered extremely well in view of time, cost, certainty and geographical constraints (Sandelowski, 1995). The results obtained from 437 respondents have been thoroughly analyzed and the outputs of the results have been clearly explained in this section. Applying SPSS, the principal component analysis (PCA) was carried out to explore the underlying factors associated with 11 items. The constructs validity was tested applying Bartlett’s Test of Sphericity and The KMO measure of sampling adequacy analyzing the strength of association among variables. The KMO measure of sampling adequacy (KMO) was first computed to determine the suitability of using factor analysis. It helps to predict whether data are suitable to perform factor analysis. KMO is used to assess which variables to drop from the model due to multicollinearity problem. The value of KMO varies from 0 to 1, and KMO overall should be 0.60 or higher to perform factor analysis. If this does not have achieved, then it is necessary to drop the variables with lowest anti image value until KMO overall rises above .60. The analysis began with an examination of the measurement in terms of its reliability and its construct validity. The composite reliability coefficients of the measurements scale satisfied Nunally’s (1978) guidelines (Cornbatch Alpha = 0.87). The scale items of job, pay, promotion, supervision, colleague and working environment are shown in the following Table 1 along with the corresponding descriptive statistics and reliability. Result for the Bartlett’s Test of Sphericity and the KMO reveal that both were highly significant and eventually concluded that this variable was suitable for the factor analysis. According to the Sekeran (2000) Cronbach alpha is reliability coefficient that indicates how well the items are positively correlated to one another. Reliability coefficient tested by using Cronbach’s alpha (α) analysis. In order to measure the reliability for a set of two or more constructs, Cronbach alpha is a commonly used method where alpha coefficient values range between 0 and 1 with higher values indicating higher reliability among the indicators (Hair, et al., 2010). After the re-allocation of the eleven items, the Reliability test was conducted to ensure that, the extracted three factors are appropriate for this grouping. In accordance with the Cronbach alpha test, the total scale of reliability for this study varies from 0.72 to 0.81, indicating an overall higher reliability factors. The reliability of this study is substantial in every perspective, as the highest reliability value that can be achieved is 1.0. Results and Discussion Results from the primary data focused on the descriptive analysis based on the frequency Table 1. Regarding the length of employment as shown in (Table 1), with three categories: firstly, those below 10 years are 32.7 %. Secondly, between 10 to 20 years is 42.3 % where as those above 20 years, which is 25 %. It showed that, 75 % of the respondents have the opportunity to serve for the next 10 to 20 years. Respondent’s demographic profile is shown in Table 3, out of the total participation of 437, 80.6 % were males and 19.4 % were females. As for the education level, 22.6 % were degree holders while 77.4 % were those with diploma, secondary and primary schools qualifications. Types of employee indicated that, 27.7 % were executives and 72.3 % were nonexecutive. Out of this 27.7 % executives, 5.8 % are managers and above. Further, regression analysis was conducted in order to find out respective strength of the determinants of job satisfaction. The dependent variable Job satisfaction has been regressed by job, pay, promotion, supervision, colleagues, and environment. The regression results are shown in Table 4. Table 4 shows that H1, H2, H3, H4 are accepted (p < 0.05) while H5 and H6 are rejected. The factors of interest of this study (i.e. the independent variables) claim 70% of the variance explained by the dependent variable Job Satisfaction. Out of the six determinants, four factors (Job, Pay, Promotion, and Supervision) are found to have significant positive impact on job satisfaction. The rest two factors – colleagues and environment are not found to have significant impact on job satisfaction. Out of the four significant factors, job has the strongest impact on job satisfaction with beta value 0.462 followed by promotion, pay and supervision. Therefore, employees of Bangladesh consider their job, pay promotion and supervision as the key factors of perceiving their job as satisfied. Among these factors, they consider the job itself as the most important factor followed by the scope for promotion, pay and supervision. On the other hand, they do not consider colleagues and environment as influencing factors to be satisfied with their jobs. www.theinternationaljournal.org > RJCBS: Volume: 01, Number: 08, June-2012 Page 31
Page 2 and 3: Table of Contents Articles INFRONIC
Page 4 and 5: Hyundai, Hero Honda, Pepsi, Ford, U
Page 6 and 7: priority to strategy for maintainin
Page 8 and 9: the Brundtland Report and was anoth
Page 10 and 11: know why it is important and educat
Page 12 and 13: TABLE - 2 ASSOCIATION OF THE LEVEL
Page 14 and 15: Freight Forwarders Hurdles In The O
Page 16 and 17: score of 13071 points. From the ana
Page 18 and 19: JOURNAL - RESEARCH PAPER REFERENCES
Page 20 and 21: The extent to which a farmer can un
Page 22 and 23: Results and discussion Table 1 show
Page 24 and 25: Financial inclusion for sustainable
Page 26 and 27: tech agriculture which is almost eq
Page 28: THE ROLE OF BANKS IN FINANCIAL INCL
Page 31: the job (Robins 2003, p.72). It is
Page 35 and 36: Lok, P., Crawford, J. (1999), "The
Page 37 and 38: Ethical issues in accessing people'
Page 39 and 40: complexity of the knowledge system.
Page 41 and 42: in public domain without any possib
Page 43 and 44: ‘Environmental Conservation: Ethi
Page 45 and 46: influencing the purchase of branded
Page 47 and 48: During purchase of apparel, female
Page 49 and 50: Test of Pricing Efficiency and Dist
Page 51 and 52: section gives the introduction of c
Page 53 and 54: efined soya, as shown in table 11.
Page 55 and 56: APPENDIX TABLE-1: ADF TEST OF PRICE

Research Journal of Commerce & Behavioural Science - RJCBS

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?