Employee Job Satisfaction in BANGLADESH

A comparison between BANGLADESH BETAR & RADIO FOORTI LTD.

Group 2

REPORT ON

Employee Job Satisfaction in

Bangladesh

Course: Organizational Behavior & Human Resource Development

(F-301)

SUBMITTED TO:

MS. NUSRAT KHAN

LECTURER

DEPARTMENT OF FINANCE

UNIVERSITY OF DHAKA

SUBMITTED BY:

GROUP- 2

NAME ROLL NO.

RAJ SHUVANARAYANCHOWDHURY 14-002MD. RUBEL AHMED 14-030

HANANFARIYEL OSMAN 14-040SHAZIA AFRIN 14-100MEHNAZTABASSUM 14-160

BBA (14TH BATCH)DEPARTMENT OF FINANCE

UNIVERSITY OF DHAKA

MAY 6, 2010

Letter of Transmittal

May 6, 2010

MS. NUSRAT KHAN

Lecturer

Department of Finance

University of Dhaka

Dhaka-1000

Subject: Submission of the report on Employee Job Satisfaction Bangladesh

Dear Madam,

It gives us immense pleasure to submit the report on “Employee Job Satisfaction Bangladesh” as a requirement of the regular BBA course called Organizational Behavior & Human Resource Development of the Department of Finance, University of Dhaka. Apart from the academic knowledge, we have got the golden opportunity to acquaint ourselves with the job environment, job satisfaction and employee behavior. We believe that the experience we have acquired from this study will be an invaluable asset throughout our lives.It expresses our gratitude to you for providing us desired chance to learn about the fundamentals, detailed procedure, and critical terms of the job satisfaction & related variables. In spite of various shortcomings, we have been devoted to find out the core information from the survey. We hope you will appreciate our Endeavour and find the report up to your expectation.

It has to be mentioned further that without your expert advice and guidance and the contribution of all group members it would not have been possible to complete this term paper. We will be pleased to answer any sort of query you may have regarding this report.

Thanking you

Group 2, Sec- B, BBA 14th Batch

ACKNOWLEDGEMENT

Our work on preparing a term paper on “Employee Job Satisfaction in Bangladesh”was a great experience for us in light of the course “Organaizatonal behavior & Human Resource Development”. We strongly believe works like this will surely help us to have a clear concept about the dependent 7 independent variables related to job satisfaction in job sectors of Bangladesh.We would like to thank Almighty Allah, the all knower & best of the helpers to make our term paper a practical one by providing us the mental & physical toughness in course of its preparation. Our next honest & heartiest gratitude goes to NUSRAT KHAN, Lecturer & our honorable course teacher for his sincere and utmost guidance to prepare this term paper & to gather huge practical and realistic knowledge, to make us understand the topics, terms & make us familiar with this course.

Executive Summary

In recent years job satisfaction, job designing and job environment has been taken with much more importance than before. Being able to have the dream job is the unrest desire of the new generation of our nation. The young generation, who are the future of this country, like to participate & contribute as an employee in their organization. To understand this prime factor “job satisfaction” in the organizations of Bangladesh, we have conducted a survey. For comparing the job satisfaction level among the organization, we were asked to choose a private & another government organization. To prepare our report, we have chosen Bangladesh Betar& Radio Foorti Ltd., because both of these two radio stations have very strong impact on our nation.

Table of Contents

CHAPTER I: BACKGROUND OF THE STUDY

1.1 Origin of the Study1.2 Methodology of Study1.3 Objectives and Limitations of Study

CHAPTER II: CONCEPTS & FUNDAMENTALS

2.1 Job satisfaction2.2 Relation among these variables2.3 Impact of satisfied & dissatisfied employeesS

CHAPTER III: PROFILES OF THE ORGANAIZATIONS

3.1 Bangladesh Betar3.2 Radio Foorti Ltd.

CHAPTER IV: STUDY & ANALYSIS

CHAPTER V: COMPARISON & ANALYSIS

CHAPTER VI: CONCLUSION & POLICY IMPLICATION

CHAPTER ONE

BACKGROUNDBACKGROUND OFOF THETHE STUDYSTUDY

Origin of the Study

Organizational Behavior & Human Resource Development is one of the most important things for management. It is required for recruiting new employees and developing the work force. One of the most vital factors for an employee is the job satisfaction. Because, without enjoying the job it is not possible to continue the work efficiently. Job satisfaction is related to different variables. In our report we have tried to compare and relate these variables with particular job environment and job design. A significant change in the variables will influence the job satisfaction increase or decrease. And besides, if an employee is highly satisfied then the dependent variables will move positively with it. The study shows comparison between a govt. organization and a private organization, which also shows the difference between these two sector’s job satisfaction levels.

Thus the significance of measuring job satisfaction & developing the work force in an organization which emphasizes on the importance of studying this subject for every student of Business Administration. In this occasion we were assigned to work on a report relating– ““Employee Job Satisfaction in Bangladesh” by our course teacher NUSRAT KHAN for the course “Organaizatonal behavior & Human Resource Development”. We have worked hard to give our best on focusing on the topic in the light of Theory and Reality. To enhance our experience and to enrich our knowledge it seems to be a life-time opportunity. We contributed our heart and soul to make it a perfect piece of management features and functions. Hopefully the result of our hard work will be found in an appropriate manner.

Methodology of the Study

In order to assemble the data of the study, we have converted the qualitative data into quantities. We assigned weight for each questions and sum them up. So, with help of the summed up results we have made numerical analysis. Through this process the comparison has shown between the two organizations.

Sources of Data

In order to making this formal and comprehensive report we have gone through a marvelous experience while collecting and combining all information from primary Data source.

Secondary Data Source:text books &websites for other information.

Primary Data Source: For the specific and defined information we have followed the questioner we were provided by our course teacher

Objectives of the Study

Human resource is the most important factor of production of an organization. Without man power we cannot perform. Economicalstability, organizational harmony, high productivity with performance is very important for a strong industry. But sometimes the performance is related to some other components which influence its activity. Our dedicated work on this report seeks the fulfillment the following objectives:

To illustrate the overview of job satisfaction & environment To illustrate the overview of different variables related to job

satisfaction To demonstrate the situations in two different organization To focus on the differences, similarities and significant factors

Limitations of the Study

While preparing this comprehensive report we have faced a few problems which limit to make the best output. If we were not supposed to deal with these challenges we could make it a better one.

No response from a group of respondents Unfinished questioners The information was confidential in some areas, so it was quite

difficult to assemble the core information. Lack of excess in some cases Difficulties in filling up the questioner Difficult to make the respondents understand it Less respondents than required

CHAPTER TWO

CONCEPTCONCEPT & & FUNDAMENTALSFUNDAMENTALS

TTHEHE C CAUSESAUSES OFOF J JOBOB S SATISFACTIONATISFACTION

Work’s Nature

Enjoying the work is almost always the one most strongly correlated with the high levels of overall job satisfaction. Jobs that provide training, variety, independence, and control satisfy most employees. In other words, most people prefer work that is challenging and stimulating over work that is predictable and routine.

Promotion

Promotion makes employees motivated toward work. It also helps to increase the efficiency of the employees. They will try to improve their performance for further promotion.

Pay or Compensation

There is an interesting relationship between salary and job satisfaction. For people living in poor or developing countries pay does correlate with job satisfaction and with overall happiness. Jobs that are compensated handsomely have average job satisfaction levels no higher than those that are paid much less.

SSUPERVISIONUPERVISION

Proper supervision is highly correlated with job satisfaction.

CCOO--WORKERSWORKERS

Relationship with co-workers is very important for employees’ job satisfaction. If there is a negative relation with co-workers exists in the workplace employees will be demotivated. Because a good relation with peer, subordinates will create a sound work environment that will motivate employees to perform better.

OOVERALLVERALL

So we can see that promotion, supervision, pay or compensation and relationship with co-workers plays an important role to motivate employees and there is a strong co-relation between these variables and job satisfaction.

RRELATIONSHIPELATIONSHIP WITHWITH OTHEROTHER COMPONENTSCOMPONENTS

OO Performance

Satisfied workers are more likely to be productive workers, although it’s hard to tell which way the casualty runs. The relationship between job performance and job satisfaction is very strong and the correlation is pretty strong.

OO Organizational Citizenship Behavior (OCB)

Job satisfaction should be a major determinant of an employee’s organizational citizenship behavior. Satisfied employees would seem more likely to talk positively about the organization, help other, and go beyond the normal expectations in their job.

OO Customer Satisfaction

Satisfied employees increase customer satisfaction and loyalty. In organizations, customer retention and defection are highly dependent on how front-line employees deal with customers. satisfied employees are more likely to be friendly upbeat and responsive which customers appreciate. And because satisfied employees are less prone to turnover, customers are more likely to encounter familiar faces and receive experience service.

OO Absenteeism:

There is a consistent negative relationship between satisfaction and absenteeism. But the correlation is moderate to weak. While it certainly make sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship.

OO Deviant workplace behavior:

Job dissatisfaction predicts a lot of specific behaviors, including unionization attempts, substance abuse, stealing at work, undue socializing and tardiness. These behaviors are indicators of a broader syndrome that we would term deviant behavior in the workplace. The key is that, if employees don’t like their environment, they will respond somehow.

OO Turn over

There is a negative relation between job satisfaction and turnover, but the correlation is stronger than what we have found for absenteeism. Other factors such as labor market conditions, expectations about alternative job opportunities and length of tenure with the organization are important constraints on an employees’ decision to leave current job.

IMPACT OF SATISFIED & DISSATISFIED EMPLOYEEIMPACT OF SATISFIED & DISSATISFIED EMPLOYEE

Active

Destructive Constructive

Passive

There are consequences when employees like their jobs and when they dislike their jobs. one theoretical model –the exit-voice-loyalty-neglect framework- is helpful in understanding the consequences of dissatisfaction. Here is the framework of four responses, which differ from one another along two dimensions constructive/destructive and active/passive. The responses are defined as follows:

EXIT: The exit response involves directing behavior toward leaving the organization, including looking for an new position as well as resigning.

VOICE: the voice response involves actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors and undertaking some forms of union activity.

LOYALTY: The loyalty response involves passively but optimistically waiting for conditions for improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to “do the right thing”.

NEGLECT: The neglect response involves passively allowing conditions to worsen including chronic absenteeism or lateness, reduced effort, and increased error rate.

CHAPTER THREE

OORGANIRGANI ZATIONZATION

SS’’

PROFILESPROFILES

fter a successful month of testing, Radio Foorti hit the airwaves on the 22nd of September in 2006, introducing the FM culture back to Bangladesh. Broadcasting on a frequency

of 98.40 MHz, Radio Foorti was one of the first stations to obtain and make use of a new ordinance allowing broadcast radio to take off. Armed with Apu as their first radio jockey, the station sought to provide quality music and entertainment through a media largely

ignored throughout the satellite television boom.

Initially only able to be heard across Dhaka, Radio Foorti expanded aggressively, hitting Chittagong airwaves in July of 2007 and ensuring Sylhet got Foorti at 89.8 MHz from the 1st of February of 2008, while changing it's own Dhaka frequency to 88.0 MHz to ensure that no barrier can overcome a listener and their demand for Foorti. But Radio Foorti doesn't intend to stop there; the people of Khulna, Bogra, Rajshahi, Barisal, Mymensingh, Rangpur and Cox's Bazaar will be happy to know that Foorti will set up stations in their areas next, thus covering the broad area of Bangladesh and making Radio Foorti one of the few national radio stations in the country.

While the radio station itself has expanded, to having 12 radio jockeys be heard on -insert number of shows here-, the aim hasn't changed. Radio Foorti still plays a wide variety of music, ranging from golden classics to the latest song released from the top artists in Bangladesh, even mixing the hottest international tracks into the playlist. Through its network of friendly radio jockeys, constant audience interaction via text messages and special features allowing fans to get closer to their favorite stars, Radio Foorti has helped redefine

A

the FM culture and has helped usher in a new way for music to be heard and for entertainment to be enjoyed.

adio transmission in the region now forming Bangladesh started in Dhaka on December 16, 1939. Initially, the station was located in old Dhaka. Later, the station was relocated to Shahbag. It

played an important role during the BangladeshR

Liberation War of 1971. On March 26, 1971, the broadcasting center of Radio Pakistan was used to transmit a declaration of independence, which was picked up by a Japanese ship in the Chittagong Harbor and retransmitted. During the war, it was known as Shwadhin Bangla BetarKendro (Independent Bengal Radio Station). Due to heavy shelling, the station had to be relocated several times, and ultimately moved to Calcutta on May 25, from where it would broadcast until the end of the war. On December 6, it was renamed Bangladesh Betar.

CHAPTER FOUR

STUDYSTUDY & & ANALYSISANALYSIS

OOVERVER VIEWVIEW OFOF THETHE SURVEYSURVEY

METHODMETHOD

From the broad objectives of this study, we have sorted down five sub-components which are correlated to PRODUCTIVITY. The five components are:

A. EFFICIENCY AT WORK = .40

B. COMPENSATION = .25

C. EMPLOYEE’S INVOLVEMENT & ESTEEM = .20

D. REVIEW AND CONTROL = .10

E. INDEPENDENCE AT WORK = .05

We have assigned weight on these components or factors related to productivity. This weight is given on the basis of general assumption & examples given in the Text. The total weight is given out of 100% .

Reasons Behind this weight:Reasons Behind this weight:

1. efficiency shows how productive the work force is

2. high quality with less costing

3. high efficiency so high quality job

4. compensation is the main factor because as a third world country

5. independence makes the employees feel accustomed to the mission

6. involvement with the job either for structure or for willingness, boosts up productivity

7. review should be done to monitor the employees

8. independence is related to freedom of expression & creativity

Steps of Conducting the Measurement of ProductivitySteps of Conducting the Measurement of Productivity

Average productivity based on the five factors in Bangladesh Betar by facet:

From this bar chart, we can see some interesting factors. Like:

The efficiency of the employees’ are very much positive

They could work freely as they wish

Though the employees are highly involved , face poor compensation because of the ill structured payroll system

Management’s involvement is less the average

The job satisfaction among the employees differ from top order executives and mid-level employees

Average productivity based on the five factors in Radio Foorti by facet:

From this bar chart, we can see some interesting factors. Like:

The efficiency of the employees’ are very much positive

High compensation is ensured for quality performance

Management’s involvement is less the average

Job involvement is comparatively less than efficiency

Open Ended QuestionsOpen Ended Questions

There were three questions which are difficult to assemble as quantities data. That is why we have considered those as open ended questions.

After evaluating the open ended questions, we found out that there are some common factors that most of the employees prefer. Based on that 3 pie charts have been made to give a facet of the situation.

BANGLADESH BETAR

Factors Influence Productivity & High Quality :

Reasons for joining:

Reasons for leaving:

RADIO FOORTI

Factors Influence Productivity & High Quality :

Reasons for joining:

Reasons for leaving:

CHAPTER FIVE

COMPARISON &COMPARISON &ANALYSISANALYSIS

Bangladesh betar&Radio foorti, are popular and efficient at their own sectors. They

have achieved a lot of recognition for their performance and contribution to the society.But as a govt. organization, Bangladesh betar does some different works than Radio Foorti.

In a general listener’s view, Bangladesh betar may not be as popular as Radio foorti, but the radio station is the pioneer in our country.

It’s now time to make a comparison between these two organizations. The variables which are considered as the comparing tool are:

1) Pay roll/ compensation2) Involvement3) OCB4) DWB5) Productivity6) Absenteeism & torn over

But, besides these factors, there could be other inflective factors related to job satisfaction. To find out that, factors to be considered:

Factors Bangladesh Betar Radio Foorti

Payroll 5 8.25

Productivity

Popularity

114.4

45

114

75

Involvement

Career advancement

80.8

32

71.4

40

Absenteeism &

59 44

turnover

CHAPTER SIX

POLICYPOLICY IMPLICATIONIMPLICATION & & CONCLUSIONCONCLUSION

POLICY IMPLICATION

Conclusion

Annexure

Bangladesh Betar

productivityRespondent

Code Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q81401 2 1 2 2 5 4 4 41402 2 2 2 2 5 4 4 31403 2 2 2 2 4 5 4 51404 2 1 1 2 5 3 4 31405 2 1 2 2 5 4 5 31406 2 2 2 2 5 - 4 -1407 2 1 2 2 4 5 4 31408 2 1 2 2 5 5 5 51409 2 2 2 2 5 5 4 51410 2 2 1 2 4 4 5 5

1411 2 2 1 2 5 4 3 51412 2 1 2 2 5 5 5 51413 2 2 1 2 4 2 3 51414 2 2 2 2 4 4 4 41415 2 2 1 2 3 4 3 31416 2 2 2 2 3 4 3 41417 2 2 2 2 4 3 4 31418 2 1 2 2 3 3 4 41419 2 2 1 2 5 5 3 4

absenteeism Turnover DWB

Q1 Q1 Q4 Q1 Q2 Q3 Q4

1 2 5 2 2 2 2

2 3 5 2 2 2 2

2 4 5 2 2 2 2

1 4 5 2 2 2 2

2 4 5 2 2 2 1

2 5 5 2 2 2 2

2 4 5 2 2 2 2

2 4 5 2 1 2 2

2 4 5 1 2 2 2

2 3 5 2 2 2 1

2 4 5 2 2 2 2

2 4 5 2 2 2 2

2 5 5 2 2 2 2

2 4 5 2 2 2 2

2 3 5 2 2 2 2

2 3 5 1 2 2 2

1 4 5 2 1 2 2

2 4 5 2 2 2 2

1 4 5 2 2 2 2

OCB

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q82 2 2 2 2 2 2 41 1 1 1 2 1 2 52 2 2 2 2 2 2 52 2 1 2 2 2 2 52 2 2 2 2 2 2 42 2 2 2 2 2 2 -2 2 2 1 2 2 2 52 2 2 2 2 2 1 52 1 1 1 2 2 2 42 2 2 1 2 2 1 42 2 2 2 2 1 2 52 2 2 1 2 2 1 42 2 1 2 2 2 2 52 2 2 1 2 2 2 42 2 2 2 2 2 2 52 1 2 1 2 1 2 52 2 2 1 2 2 2 52 2 2 1 2 2 2 32 2 2 2 2 1 1 4

JOB SATISFACTION

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10

Q11

Q12

Q13

Q14

Q15

2 1 1 1 2 2 2 2 2 2 2 2 2 2 1

2 1 1 1 2 1 2 1 1 2 1 2 1 2 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

2 2 2 2 2 2 1 1 2 2 2 2 2 2 1

2 2 2 2 2 2 1 2 2 2 2 2 1 2 1

2 2 2 1 2 2 2 2 2 2 2 2 2 2 2

2 1 1 1 2 2 2 2 2 1 2 2 2 2 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 1

2 2 1 1 1 2 2 1 2 1 1 2 2 2 1

2 1 1 1 2 2 2 1 2 2 2 2 2 2 1

2 2 1 2 2 2 2 2 1 2 2 2 1 2 1

2 2 2 1 2 2 2 1 2 2 1 2 1 2 1

2 2 2 2 2 2 2 2 1 2 2 2 1 1 1

2 2 1 1 2 2 2 1 2 2 2 2 2 2 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

2 2 2 2 2 2 2 2 2 2 1 2 1 2 2

2 1 1 1 2 2 1 1 2 2 1 2 2 2 1

1 1 1 1 2 2 1 1 2 2 1 2 2 2 1

2 1 1 1 2 2 2 2 1 2 2 2 1 2 1

RADIO FOORTI

PoductivityRespondents Code Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8

1501 2 2 2 2 4 3 4 51502 2 2 2 2 5 4 5 51503 2 1 1 1 3 4 3 41504 2 1 2 1 4 3 4 41505 2 2 2 2 2 4 4 51507 2 2 1 1 4 4 4 31508 2 2 2 2 3 5 4 31509 2 2 2 2 5 3 5 51510 2 2 2 2 3 2 4 31511 2 2 2 2 3 2 4 31512 1 2 2 2 4 4 4 41513 2 2 2 2 4 4 4 41514 2 1 2 2 3 4 3 31515 2 2 2 2 4 4 4 31516 2 2 2 2 4 4 5 41517 2 2 1 1 4 4 4 31518 2 2 1 2 4 3 3 31519 2 1 2 2 3 3 3 41520 2 2 2 2 4 3 4 5

absenteeism Turnover DWBQ1 Q1 Q4 Q1 Q2 Q3

2 3 5 2 2 22 3 5 2 2 22 3 4 1 2 22 3 4 1 2 24 3 5 1 2 22 4 5 1 2 22 5 5 2 2 22 4 5 2 2 21 3 5 2 2 21 3 5 2 2 22 4 5 2 2 21 2 5 2 2 21 4 5 1 2 21 4 5 2 2 2

3 5 2 2 22 4 5 1 2 22 3 5 2 2 22 3 5 1 2 22 3 5 2 2 2

OCBQ4 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8

2 2 1 2 2 2 2 2 42 2 2 2 2 2 2 2 52 1 1 1 2 2 1 1 31 2 2 1 1 2 1 1 52 2 2 2 2 2 2 2 41 1 1 2 1 2 1 2 52 2 2 2 2 2 2 2 42 2 2 2 2 2 2 2 52 2 2 2 2 2 2 2 42 2 2 2 2 2 2 2 42 2 2 2 2 1 1 2 32 2 2 1 2 2 2 2 42 2 1 2 1 2 2 2 42 2 2 2 2 2 2 2 42 2 2 2 2 2 2 2 51 1 1 2 2 2 1 1 42 2 1 1 1 1 2 2 42 2 1 1 2 1 2 2 52 2 1 2 2 2 2 2 4

Job Satisfaction

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12

2 2 1 1 1 2 2 1 1 2 2

2 2 1 1 2 2 2 2 2 2 2

1 2 2 2 2 1 1 2 2 1 1

1 2 1 1 2 2 1 1 2 1 1

2 2 1 2 2 2 2 2 1 1 1

2 1 1 1 2 2 1 2 1 1 2

2 2 2 1 2 2 2 2 2 2 1

2 2 2 2 2 2 2 2 2 2 2

2 2 2 2 2 2 2 2 2 2 2

2 1 1 1 2 2 2 2 2 2 2

2 1 1 1 2 2 2 1 1 1 1

2 2 2 2 2 2 2 2 2 2 1

2 1 2 2 2 2 2 2 1 1 1

2 1 1 1 2 2 2 1 1 2 1

2 2 1 1 2 2 2 2 2 2 1

2 1 1 1 2 2 1 2 2 2 1

2 1 1 2 2 2 2 2 1 2 1

2 2 2 2 2 2 1 2 1 2 1

2 2 1 1 1 2 2 1 1 2 2

QUESTIONNAIRE

A Sample Survey on

“EMPLOYEE JOB SATISFACTION in BANGLADESH”

GENERAL INFORMATION

Respondent Name:

Designation: Years with the company:

Promotions Obtained so far: Years in the current position:

SECTION 1: PRODUCTIVITY

1. I am aligned with the organization’s mission

2. I feel involved in decisions that affect our organizational community

3. I have the materials and equipment that I need in order to do my work

4. My managers review my progress

5. Productive time spent working on the tasks assigned to me – [please tick () the exact box]

Almost all of the time

Most of the time

Half of the time

1/4th of the time

less than 1/4th of the time

Yes

No

Yes

No

Yes

No

Yes

No

6. I meet the target quotas and goals - [please tick () the exact box]

Strongly Disagree

Somewhat Disagree

Neutral

Somewhat Agree

Strongly Agree

N/A

7. Overall productivity in getting the job done - [please tick () the exact box]

Excellent

Good

Average

Below average

Poor

N/A

8. I respond quickly and courteously to fulfill customers' needs - [please tick () the exact box]

Strongly Disagree

Somewhat Disagree

Neutral

Somewhat Agree

Strongly Agree

N/A

9. What is it that helps you to be productive and provide quality service?[please mention the prime factors] –

1. 5.

2. 6.

3. 7.

4. 8.

SECTION 2: ABSENTEEISMI look forward to going to work on SUNDAYmorning -

1. Most of the time I’m absent because - [please tick () the exact box]

Unsafe Working Conditions

Excessive Rework

Travel Distance

Poor Craft Supervision

Poor Overall Management

Personal Family Illness

SECTION 3: TURNOVER

Yes

No

1. There are more positive than negative aspects to my job - [please tick () the exact box]

2. What are your reasons

for joining [COMPANY_NAME]? (Check all that apply)

Referred by a friend

Fringe benefits

Reputation as a good place to work

Career advancement

Advertisement

Salary advancement

Was Unemployed and needed a job

Others (Please Specify)

3. What could be the possible reasons for leaving the [COMPANY_NAME]? (Check all that apply)

Higher Pay

Benefits

Better job opportunity

Commute

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Conflict with other employees

Conflict with managers

Family and personal reasons

Relocation/Move

Career Change

Company Instability

Others (Please Specify)

4. Have you changed jobs in the last 12 months?[please tick () the exact box]

No

Once

2 times

3 times or more

4 times or more

No answer

SECTION 4: DEVIANT WORKPLACE BEHAVIOR

[Please tick () over the YES/NO Options provided]

1. Most interactions at work are positive

Yes/No

2. I am engaged in meaningful work

Yes/No

3. I respect the work of my peers

Yes/No

4. My coworkers are committed to doing quality work

Yes/No

SECTION 5: ORGANIZATIONAL CITIZENSHIP BEHAVIOR

[Please tick () over the YES/NO Options provided]

1. I feel valued and affirmed at work

Yes/No

2. I feel free to do the things the way I like at work

Yes/No

3. My values fit the organizational values

Yes/No

4. Creativity and innovation are supported

Yes/No

5. I know what is expected of me at work

Yes/No

6. I have the opportunity to the what I do best everyday at my work

Yes/No

7. I know someone at work who encourages my development

Yes/No

8. Going beyond what is expected of me to make customers happy –

[please tick () the exact box]

Yes, I always do so

Yes, occasionally

I work as much as is expected of me

I work less than what is expected of me

N/A

SECTION 6: JOB SATISFACTION [Please tick () over the YES/NO Options provided]I feel positive and up most of the time I am working

Yes/No

1. I have the energy at the end of each work day to attend the people I

care about - Yes/No

2. I have the energy at the end of each work day to engage in personal

interests Yes/No

3. I have the time and energy in life to read books that interests me

Yes/No

4. I have good friends at work

Yes/No

5. I feel valued and affirmed at work

Yes/No

6. I feel recognized and appreciated at work

Yes/No

7. Work is a real plus in my life

Yes/No

8. I feel free to be who I am at work

Yes/No

9. I trust our leadership team

Yes/No

10. I have opportunities to learn what I want to learn

Yes/No

11. I feel informed about what’s going on

Yes/No

12. I have the opportunity to the what I do best everyday at my

work Yes/No

13. My managers cares about me as a person

Yes/No

14. I am fairly compensated

Yes/No