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Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
Social Sciences (AP16Mauritius Conference) Port Louis, Mauritius,
21-23 January, 2016 Paper ID: M622
1
www.globalbizresearch.org
Employee Satisfaction and Retention in Health Services: Empirical
Evidence at the ENT Hospital Mauritius
Jugurnath. B
Department of Accounting and Finance,
Faculty of Law and Management,
University of Mauritius, Mauritius.
E-mail: [email protected]
Bhewa. C
Department of Accounting and Finance,
Faculty of Law and Management,
University of Mauritius, Mauritius.
Ramen. M
University of Mauritius, Mauritius.
__________________________________________________________________________________________
.Abstract The retention of employees has been shown to be significant to the improvement and the achievement
of the organization‘s goals and objectives. Retention of workers can be a fundamental source of
competitive advantage for any organization. Besides, employees are recognised as a key asset in
today’s organisation and their departure can have a significant effect on the execution of business
plans and may finally cause a parallel decline in productivity. Thus, it is imperative to improve the
satisfaction of the employees and ultimately retaining them at the same time.
The aim of this study is to evaluate the impact of employee satisfaction and retention in the health
services at the ENT hospital. This research explores the various factors that influence employee’s
satisfaction and also establishes the relationship between employee’s satisfaction and employee’s
retention. Existing theories related to factors of employee’s satisfaction and retention has been
explored. A total of 65 respondents were selected for this study, using the census sampling technique.
Primary data has been collected by the means of a structured questionnaire where closed ended, open
ended and Likert scale were set. Descriptive statistics have been used to show the findings from the
questionnaire and also SPSS 21 has been used to correlate employee’s satisfaction and employee’s
retention. The results show that the different determinants Reward and Recognition, Participation and
involvement, Physical work conditions, Training and Individual development, supervisor support,
work life balance, work relations, Performance appraisal and Job design are all positively correlated
to employee satisfaction. That is, there is a significant relationship between the determinants and
employee satisfaction. The findings also confirm that there is a significant relationship between
employee satisfaction and retention
________________________________________________________________________________
Key Words: Customer Service, Employee Satisfaction, Health Services and Training
JEL classification: G14, G21, G28
Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
Social Sciences (AP16Mauritius Conference) Port Louis, Mauritius,
21-23 January, 2016 Paper ID: M622
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1. Introduction
In response to the pressure of globalization and volatile market dynamics, many organisations,
especially the health organisations, are actively seeking ways to add value to their services and
improve their service quality. Health Organizations are keen on making operational efficiency a
priority. The Ministry of Health and quality of life through its health care centre has emphasized the
optimization of operational processes as a means to effectively and efficiently deliver value to
customers and to meet or even exceed customer expectations.
On the other hand, to be able to meet the objectives of the organisation, that is, to render valuable
and quality service to the public, the constant involvement of the employees is vital. In fact, their
working experience and positive contribution value a lot the organisation. They are important to the
competitive success of the organisation. According to Chiboiwa et al. (2010, p.1) one of the most
important drivers of productivity and sustainable economic growth is the quality and stability of its
workforce. The world of work puts the importance of human capital at the centre of organisational
success or failure. Besides, the more satisfaction an employee received in the workplace, the more at
ease they will feel and the longer period of years they will contribute to the success of the
organisation.
Employee satisfaction is a factor in employee motivation, employee goal achievement, and
employee morale in the workplace. A mediocre employee would like to stay in the organization if the
employee satisfied with the workplace environment. Moreover, the longer an employee works for a
company, the more valuable they are becoming, especially in the service organisation. Chiboiwa et al.
(2010, p.1) stated that today the challenge for most organisations is the formulation of an efficient
retention strategy that will help in retaining employees that are considered essential in achieving the
organisational objectives.
Moreover, Beverly (2005, cited by George and Jones 2002, p.4) argued that employees and job
dissatisfaction have a strong relationship to absenteeism and turnover, which indeed have a negative
impact to the organisational productivity.
However, some organisations have often overlooked the impact of human resources on
operational systems (Boudreau et al. 2003). The importance of employee attitudes, such as employee
satisfaction, employee retention, and organizational commitment, and their impacts on operational
performance have largely been neglected.
According to Osteraker (1999), the employee’s satisfaction and retention is considered the
cornerstone for success of organization. In fact understanding employee perspectives and measuring
their retention factors are critical to an organization’s success.
1.1 Statement of the problem
Nowadays, employees are recognised as valuable assets in the workplace. They contribute a lot to
the success of the organisation. Besides, the greater satisfaction employees derived from the
Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
Social Sciences (AP16Mauritius Conference) Port Louis, Mauritius,
21-23 January, 2016 Paper ID: M622
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organisation, the greater is their contribution to the success of the organisation and obviously, the
longer period of years they will keep on contributing in achieving the objectives set by the
organisation.
However, it has been viewed with much concerned that many organisations, as in the case of ENT
Hospital, face difficulties in retaining their experience employees since the organisations unable to
identify the factors which contribute to employee satisfaction and the resultant retention.
Consequently, they easily lose their valuable and experience employees.
1.2 Rationale of the study
This study aims to show the impact of employee satisfaction on retention at ENT Hospital. This
research helps to gauge and analyse the key determinants of employee’s satisfaction which have an
impact on retention. It also helps to deepen our knowledge about employee’s satisfaction and its
determinants and even retention.
1.3 Research objectives
The specific objectives of this research paper are:
To find out the level of employee satisfaction at the ENT Hospital.
To explore the factors influencing employee satisfaction at ENT Hospital.
To analyse the employees’ retention strategies at the ENT Hospital.
To make recommendations for the ENT Hospital for an improvement in the retention of
employees.
1.4 Research hypotheses
Hypothesis is a preliminary assertion regarding some unknown phenomenon and is stated in a
declarative form. It initiates directly from the problem statement and is usually a presumption to a
solution to the problem based on the literature review. Let’s now consider the various hypotheses that
have been considered in the study.
1.4.1 Reward and Recognition
Ho: There is no significant relationship between rewards and recognition and employee satisfaction.
H1: There is a significant relationship between rewards and recognition and employee satisfaction.
1.4.2 Communication
Ho: There is no significant relationship between communication and employee satisfaction.
H1: There is a significant relationship between communication and employee satisfaction.
1.4.3 Participation and Involvement
Ho: There is no significant relationship between participation and employee
satisfaction.
Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
Social Sciences (AP16Mauritius Conference) Port Louis, Mauritius,
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H1: There is a significant relationship between participation and employee satisfaction.
1.4.4 Physical work conditions
Ho: There is no significant relationship between Physical work conditions and employee satisfaction.
H1: There is a significant relationship Physical work conditions between and employee satisfaction.
1.4.5 Training and Individual development
Ho: There is no significant relationship between Training and individual development and employee
satisfaction.
H1: There is a significant relationship between Training and individual development and employee
satisfaction.
1.4.6 Supervisor support
H0: There is no significant relationship between supervisor support and employee satisfaction.
H1: There is a significant relationship between supervisor support and employee satisfaction.
1.4.7 Work life balance and stress at work
H0: There is no significant relationship between work life balance and stress at work and employee
satisfaction.
H1: There is a significant relationship between work life balance and stress at work and employee
satisfaction.
1.4.8 Work relations
H0: There is no significant relationship between work relations and employee satisfaction.
H1: There is a significant relationship between work relations and employee satisfaction.
1.4.9 Performance Appraisal
Ho: There is no significant relationship between Performance appraisal and employee
satisfaction.
H1: There is a significant relationship between Performance appraisal and employee
satisfaction.
1.4.10 Job design
H0: There is no significant relationship between job design and employee satisfaction.
H1: There is a significant relationship between job design and employee satisfaction.
1.4.11 Retention
H0: There is no significant relationship between retention and employee satisfaction.
H1: There is a significant relationship between retention and employee satisfaction.
Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
Social Sciences (AP16Mauritius Conference) Port Louis, Mauritius,
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1.5 Significance of the study
An appreciation of the various determinants of employee satisfaction is crucial in creating a
favourable working condition, thus improving employee’s satisfaction and finally retaining employees
at the same time. This will be beneficial for the hospital and even for the employees. Understanding
these various determinants of employee’s satisfaction will help the hospital to create awareness to the
broader issues that employees face at their workplace. This study will also help in implementing
strategies and policies in order to reduce employee’s turnover in the hospital.
2. Literature Review
2.1 Employee Retention
According to James and Mathew (2012) Employee retention involve certain procedures which
motivate workers to work within an organisation for the utmost period of time. Employee retention is
very useful for an organisation and its personnel. Today, workers are more challenging and they shift
to more reliable companies when they get dissatisfied. Employers are responsible to find appropriate
means to keep their productive and capable staff or else the business will lose all good employees
(Gurumani, 2010).
According to Vaiman (2008), retention management has been known as a major source of
competitive advantage in the present and rapidly changing business world. Moreover, the costs of
swapping capable and valuable workforce far exceed the expense of retaining and training new
employees (Vasishtha, 2009). A workforce who feel esteemed and appreciated by the organisation,
are more responsible to contribute in the achievement of the business. They are also apt to perform
greatly than disengaged workers who only work for the sake of working.
According to Scott (2012), “People are the driving force behind the success of every business.” If the
employees are not satisfied with their working conditions, they will certainly look for other prospect
once the economy get better (Messer, 2009). Building loyalty is critical to the short and long-term
success of a company. Besides, according to kim et al (2005), workers who are pleased with their
positions are more loyal to their organisation than disappointed employees. It has been also argued
that employee satisfaction is positively related to employees’ retention (Martensen and Gronholdt,
2001).
2.2 Employee Retention Strategy
According to James and Mathew (2012) the rationale behind retention strategies is to prevent the
early departure of proficient employees from the company. The human factor is essential to the
realisation of organisational goals. As a result, it becomes vital for companies to set up in place
systematic approaches to retain their labour force for performance. According to Peterson (2005), it is
extremely annoying to conduct longer recruiting process, train employee, issuing uniforms and make
other provisions, and unexpectedly the employee leave the job shortly afterwards, not even a one
month time and then same exercise need to be started again.
Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
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Organisations encounter problem of recurrent labour turnover (employee retention) due to
frustration of the workers resulting from the provision of unsuitable employee-retention strategies.
Employees retaining is an important objective for the organization because recruiting experienced
candidates is crucial for the organisation but their retention is more important than recruiting them,
since an organisation spend massively on the orientation and training of the new recruits (Muhammad
and Afridi, 2011). The exercise of retention is considered as being an extremely challenging task for
top management and Human Resources (HR) practitioners in a competitive economic environment.
Some Studies have shown that retention is determined by several key factors which need to be
handled congruently: workplace culture, business strategy, rewards and benefits philosophy, and
career development systems (Fitzenz, 1990).
Several key factors which contribute towards Employee Retention can be depicted in the Figure
below.
Extracted from: Zin,S.M.(2012). Motivation for Employee Retention: Applicability to HRM Practices in
Malaysian SME Sector.Canadian Social science.8 (5) pp (8-12).
2.3 Employee Satisfaction
As said by Turkyilmaz et al (2011) Employee satisfaction is an important variable that is able to
give an outlook about the general feeling and thinking forms of workers about their job and the place
Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
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of work. Thus, employee satisfaction refers to the expectations of the employee about the workplace
and his feelings toward his position.
Dissatisfied workers are prone to extreme turnover and absenteeism. Employee satisfaction
improves efficiency, reduce staff turnover (employee retention) and enhance inspiration and loyalty
(Shun-Hsing et al, 2006).
Deery (2008, cited by Robinson and Barron 2007, p.2), stated that the questions of deskilling and
standardisation contribute to a lack of job satisfaction and organisational commitment and at last to
the decision to quit the job. Tutuncu and Kozak (2007) agree with these conclusions, stating that the
job itself, the reward and supervision within the organisation can contribute to job frustration and
afterwards employee turnover. On the other hand, it is found that working atmosphere, company
ethics and job responsibilities do influence the satisfaction of the workforce (Choo et al, 2007).
According to Petty et al (2005) there are several features that contribute to job satisfaction and they
are called motivators. Such factors include success, appreciation, work itself, responsibility and
development. On the other hand, there are hygiene factors that led to job dissatisfaction. These factors
include administrative guidelines, management, salary, work relations and working conditions.
2.4 Determinants of Employee Satisfaction
According to Turkyilmaz et al (2011, cited by Drummond and Stoddard 1991 p.4), employee
satisfaction consist of an assessment of different features of the job. These features are pay, working
conditions, interaction with workmate and superior, organizational procedure and the characteristic of
the work itself. Moreover, there are several factors that can influence employee satisfaction. These
factors are compensation practice, quality of workers' relationship with their manager, and quality of
the physical working conditions (Hamdia and Phadett, 2011). Employee satisfaction and turnover are
mostly linked to the scope that employment satisfaction has direct consequence on employee retention
and turnover. Al-Hussami (2008) confirmed that if workers are pleased with their career, it will
increase their capability, inspiration and output. Finally, this will motivated them to stay in the
organisation. In the same length, Yang and Kassekert (2009) stated that the mainly used explanatory
variables about employee fulfilment are compensation and benefit levels, direction, working
atmosphere, job description and communication. These variables are at the managerial level and the
other descriptive variables which are at the personal level are the apparent bureaucratic equality, faith,
and perceived employment security.
Therefore, it can be seen that there are various determinants that influence employee satisfaction
and most importantly they have a direct impact on employees. An elaboration of the different
determinants is presented hereunder;
2.5 Reward and Recognition
Reward and recognition is among the crucial factors that are linked to employee satisfaction.
According to Maurer (2001), recognition and reward should be correlated to the success of a business
Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
Social Sciences (AP16Mauritius Conference) Port Louis, Mauritius,
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as a consequence of employee satisfaction. Junet et al. (2006) added that recognition and reward are
frequently regarded as one of the critical factors influencing employee satisfaction.
On the other hand, Pascoe et al. (2002) stated that failure to recognise and reward someone for his
or her effort is mostly in virtue of the scheme because company rules usually expect managers from
distributing “encouragement rewards” in appreciation of a well perform job. In other words, failure to
recognise and reward highly performed workers lessen employees’ satisfaction. So, the management
should find ways of rewarding and recognising well performed job to increase member of staff job
satisfaction. Furthermore, Pascoe et al. (2002) added that recognition and reward is positively and
strongly related to employee satisfaction.
Flynn (1998) argued that recognition and reward program encourage workers, increase their
confidence and create a relationship between performance and enthusiasm of the employees. In fact,
the aim of recognition and reward program is to identify a method to compensate and communicate it
to the workers so that they can associate their reward to their performance that eventually contributes
to worker’s job satisfaction.
2.6 Communication
Inefficient communication in the work place contributes greatly to dissatisfaction. Carney (1998)
considers that communication is the key to employee retention. He believes that communication with
the workforce must start prematurely in the bond and the beginning phase of a recruit is most likely
less than two weeks. The company must involve the personnel as early as possible by showing them
the importance of their job.
Lynn (1997) added that an early atmosphere of equality and sincerity need to be developed by
laying out the company rule. Taylor and Consenza (1997) pointed out that it is vital for the
organisation to communicate its values clearly to its employees so as to boost up their approval,
involvement, and enthusiasm. Lynn (1997) added that the organisation must share its vision with the
workers. According to Taylor and Consenza, (1997), inefficient communication may increase the gap
between organisation‘s discernment of quality service and the workforce required and perceived
excellence of employment. Besides, there must be a regular principle and expectation among workers.
Workers wish to be considered as an essential element of a larger business organisation (Carney,
1998). Moreover, Denton (1992) states that supervisor must be convinced that workers know what are
their role in the workplace and their importance to the business. On the other hand, Lynn (1997) noted
that for an organisation to be effective there should be a two - way communication.
The management must listen to their employees. A positive atmosphere must be formed in which
employees will feel at ease to make suggestion and trying out new ideas. The values and culture of the
company must be clearly communicated to all the personnel. Furthermore, the company should lay
emphasis regularly on the importance of such values and culture to its employees. It is only then that
they will get a sense of satisfaction.
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2.7 Participation and involvement
According to Appelbaum et al (2013) inadequate worker involvement in decision making
contributes to low level of worker employment satisfaction and employee dedication. Inadequate
employee loyalty and commitment affects the employee’s intention to leave the company. In fact,
participation comprises the commitment of labour force in management and decision making
regarding rules, objective and approaches of the firms. Chao et al. (1994) added that a workforce who
understood the rules, values and policy of a company were absolutely and considerably linked to job
satisfaction. According to Brewer et al. (2000), managers from public institutions should involve their
personnel in the decision-making processes. Bhatti and Qureshi (2007) suggest that job satisfaction
level may be improved if employees are allowed to participate in the events of the organisation.
According to Ampofo-Boateng et al. (1997) empowerment is just allowing employees to perform
their duty autonomously without continuous interference of supervisors. In fact, the rationale behind
employee involvement is to enable the growth of the individual and organisational performance and
also to assist employees to accomplish their objectives by empowering them to play a part in the
decision-making process. Workers consider their own position in a company, and also solve
inconveniences related to their career (Seibert et al., 2004). Snipes et al. (2005) stated that from a
worker point of view, the feelings of being empowered should impact positively on satisfaction from
the job. He further added that participation and involvement is positively connected to employee
satisfaction.
2.8 Work life balance and stress at work
According to Branham (2005), when a business expects its workers to work outside normal
working hours, the workers’ rest time are reduced. Individual time is vital in retaining relationships,
individual welfare, and wisdom. The additional time needed to complete a complex quantity of work
considerably increases employee anxiety and thus, lead to employee dissatisfaction. Workers who put
great effort to complete their jobs turn out to be less apt to attempt improvement and are more liable
to start on searching for a new job somewhere else.
On the other hand, Stress is considered as the primary reason for employees’ irritation with their
job. Branham (2005) declares that, “it seems clear that one quarter to one half of all workers are
feeling some level of dysfunction due to stress, which is undoubtedly having a negative impact on
their productivity and the probability that they will stay with their employers.” In addition, according
to Samartha et al (2011), stress at work causes a decline in job satisfaction among employees.
2.9 Work relations
According to Salancik and Pfeffer (1978), workers’ mind-set is formed through group relations
with other members in the organisation. In fact, situational or organisational context of the work is
crucial in shaping job satisfaction, and also show the importance of other factors, such as job
description and personal characteristics. Above all, workers who have positive insight of the job
atmosphere, and interrelated well with their fellow worker and supervisor have been account to
Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
Social Sciences (AP16Mauritius Conference) Port Louis, Mauritius,
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demonstrate high levels of job fulfilment. Kalleberg (1977), for example, establish that excellent work
relations with colleague could increase job satisfaction. Besides, close relationship between
employees and their supervisors contribute to higher levels of job satisfaction (Ellickson, 2002), and
this result concern both the public professional and manual workers (Emmert and Taher, 1992). Work
relation is a constitution of the day to day interaction between workers or managers and employees as
explained by Waldhober, et al. (2003, cited in Stoetzer 2000, p.3). He further added that these
relations are a natural part of the working environment and are generally pleasant, but can also be the
cause of tensions and frustrations which influence employee’s satisfaction.
2.10 Performance Appraisal
Excellence performance assessment knowledge is vital to create higher levels of job satisfaction
(Brown et al, 2010). Conversely, a low quality performance evaluation skill may lead to a lower level
of job satisfaction. Excellence performance assessment knowledge is likely to develop employees’
feelings of attitude, attainment, self-image about their career and their feelings of a productive
position in the organisation (Lind & and Tyler, 1988). Moreover, research reveals that organisations
give a price for letting low quality performance evaluation experiences, that is, when workers have
low quality performance evaluation knowledge the organization will likely to bring a fine in forms of
lower job satisfaction and higher intention to quit the organisation. Study further revealed that
performance appraisals are relatively related to job satisfaction.
2.11 Job design
According to Alam Sageer (2012), job satisfaction is dependent on job design. Jobs that are
prosperous in constructive behavioural essentials- such as self-sufficiency, job identity, job
significance and feedback add to employee’s satisfaction. Hodgetts and Hegar (2005) stated that Job
design is a key issue in human relations. According to Knapp and Mujtaba (2010), Job design is one
of the most valuable tools used for optimising an employee's performance. It is described as altering
the content and procedure of a job to boost up employee’s satisfaction and efficiency. Sauter et al.
(1997) perform a psychometric assessment of the organisational job satisfaction scale.
Their conclusion shown that there are four scopes of organisational job satisfaction scales, which
includes compensation, relations, management and position. They also establish that job satisfaction
contribute to job enjoyment and link extensively with self-sufficiency, pressure and loyalty. Ben et al
(2012) stated that the outcome of job design on employee satisfaction should never be undervalued.
Any effort to believe that job design is inappropriate to production and performance is unsafe to the
long term survival of any organisation because absenteeism, high turnover of labour and
low performance will each take its toll on the organisation.
3. Research Methodology
For the purpose of the study, both the qualitative and the quantitative methods are used to explore
the factors influencing employee satisfaction and its impact on retention. An inductive approach is
Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
Social Sciences (AP16Mauritius Conference) Port Louis, Mauritius,
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used at the outset to explore the variables and possible relationships. Then, a deductive approach is
used for the collection of data and testing of hypotheses. Both secondary and primary data are used in
this research. Secondary data includes published journals, text books, web pages and magazine
articles whereas primary data includes the use of questionnaire where face to face interviews are
carried out with the respondents. Structured questionnaires are used to make sure that the respondents
and researcher assign the same meaning of a question. The questionnaire will composed of close
ended questions, dichotomous questions (answer by yes or no), Multiple choice questions, Open
ended questions and likert scale question. It will also help to measure the dependent variables (1) the
factors influencing employee satisfaction, (2) the level of employee satisfaction at the ENT Hospital,
(3) the number of years existing employee plan to work at the ENT Hospital
3.1 Analysis and Findings
3.1.1 Relationship between employee satisfaction and the different determinants
To be able to identify the relationship between employee satisfaction and the different
determinants, a correlation was done using the Pearson coefficient correlation. The coefficient value
lies between -1 and 1. In fact, the greater the values the more related are the items.
Determinant 1: Reward and Recognition
Table 5.13.1 as per appendix 1illustrates the correlation coefficient between employee satisfaction and
reward and recognition. It shows that the p-value is 0.037 which is less than the significant level of
0.05, (p<0.05). As a result, HO will be rejected and H1 is accepted since there is a significant
relationship between reward and employee satisfaction in the ENT Hospital.
The result also indicates that Pearson Correlation (r-value) is 0.275. This value shows that there is a
positive relationship between rewards and employee satisfaction. Thus, an increase in reward and
recognition will lead to an increase in employee satisfaction. Hence, this finding is in line with the
literature review section.
Determinant 2: Communication
Table 5.13.2 in appendix 2 shows the correlation coefficient between employee satisfaction and
communication. It illustrates that the p-value is 0.006 which is less than the significant level of 0.01,
(p<0.01). Therefore, HO will be rejected and H1 is accepted since there is a significant relationship
between communication and employee satisfaction in the ENT Hospital.
The result also pointed out that Pearson Correlation (r-value) is 0.355. This value shows that there
is a positive relationship between communication and employee satisfaction. Thus, an increase in the
level of communication will lead to an increase in employee satisfaction. So, this is in accordance
with the literature review section.
Determinant 3: Participation and Involvement
Table 5.13.3 as per appendix 3 depicts the correlation coefficient between employee satisfaction
and Participation and Involvement. It shows that the p-value is 0.031 which is less than the significant
level of 0.05, (p<0.05). For that reason, HO will be rejected and H1 is accepted since there is a
Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
Social Sciences (AP16Mauritius Conference) Port Louis, Mauritius,
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significant relationship between Participation/Involvement and employee satisfaction in the ENT
Hospital.
The result also pointed out that Pearson Correlation (r-value) is 0.283. This value shows that there
is a positive relationship between Participation/Involvement and employee satisfaction. Hence, an
increase in the level of Participation/Involvement will lead to an increase in employee satisfaction.
This finding is in accordance with the literature review section.
Determinant 4: Physical working conditions
Table 5.13.4 as per appendix 4 illustrates the correlation coefficient between employee
satisfaction and Physical working conditions. It shows that the p-value is 0.011 which is less than the
significant level of 0.05, (p<0.05). For that reason, HO will be rejected and H1 is accepted since there
is a significant relationship between Physical working conditions and employee satisfaction in the
ENT Hospital.
The result also pointed out that Pearson Correlation (r-value) is 0.330. This value shows that there
is a positive relationship between Physical working conditions and employee satisfaction. Hence, an
increase in the level of Physical working conditions will lead to an increase in employee satisfaction.
In fact, this finding is line with the literature review section.
Determinant 5: Training and Individual development
Table 5.13.5 as per appendix 5 demonstrates the correlation coefficient between employee
satisfaction and Training and Individual development. It shows that the p-value is 0.007 which is less
than the significant level of 0.01, (p<0.01). For that reason, HO will be rejected and H1 is accepted
since there is a significant relationship between Training and Individual development and employee
satisfaction in the ENT Hospital.
The result also pointed out that Pearson Correlation (r-value) is 0.349. This value shows that there
is a positive relationship between Training and Individual development and employee satisfaction.
Hence, an increase in the level of Training and Individual development will lead to an increase in
employee satisfaction. This finding is in sequence with the literature review.
Determinant 6: Supervisor Support
Table 5.13.6 as per appendix 6 shows the correlation coefficient between employee satisfaction
and Supervisor Support. It shows that the p-value is 0.002 which is less than the significant level of
0.01, (p<0.01). As a result, HO will be rejected and H1 is accepted since there is a significant
relationship between Supervisor support and employee satisfaction in the ENT Hospital.
The result also pointed out that Pearson Correlation (r-value) is 0.406. This value shows that there
is a positive relationship between Supervisor support and employee satisfaction, that is, an increase in
the level of Supervisor support will lead to an increase in employee satisfaction. Therefore, this is in
line with the literature section.
Proceedings of the Fifth Asia-Pacific Conference on Global Business, Economics, Finance and
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Determinant 7: Work life balance and stress at work
Table 5.13.7 as per appendix 7 illustrates the correlation coefficient between employee
satisfaction and work life balance and stress at work. It shows that the p-value is 0.001 which is less
than the significant level of 0.01, (p<0.01). Thus, HO will be rejected and H1 is accepted since there is
a significant relationship between work life balance and stress at work and employee satisfaction in
the ENT Hospital.
The result also pointed out that Pearson Correlation (r-value) is 0.438. This value shows that there
is a positive relationship between work life balance and stress at work and employee satisfaction.
Thus, this finding is in accordance with the literature section.
Determinant 8: Work relations
Table 5.13.8 as per appendix 8 depicts the correlation coefficient between employee satisfaction
and work relations. It shows that the p-value is 0.001 which is less than the significant level of 0.01,
(p<0.01). As a consequence, HO will be rejected and H1 is accepted since there is a significant
relationship between work relations and employee satisfaction in the ENT Hospital.
The result also pointed out that Pearson Correlation (r-value) is 0.440. This value shows that there
is a positive relationship between work relations and employee satisfaction. Hence, an increase in the
level of work relations will lead to an increase in employee satisfaction. This finding is in line with
that of the literature review.
Determinant 9: Performance Appraisal system
Table 5.13.9 as per appendix 9 shows the correlation coefficient between employee satisfaction
and Performance appraisal system. It shows that the p-value is 0.014 which is less than the significant
level of 0.05, (p<0.05). Therefore, HO will be rejected and H1 is accepted since there is a significant
relationship between Performance appraisal system and employee satisfaction in the ENT Hospital.
The result also indicates that Pearson Correlation (r-value) is 0.321. This value shows that there is
a positive relationship between Performance appraisal system and employee satisfaction, that is, an
increase in the level of Performance appraisal system will lead to an increase in employee satisfaction.
Thus, this finding is in accordance with the literature review section.
Determinant 10: Job Design
Table 5.13.10 as per appendix 10 shows the correlation coefficient between employee satisfaction
and Job design. It illustrates that the p-value is 0.000 which is less than the significant level of 0.01,
(p<0.01). So, HO will be rejected and H1 is accepted since there is a significant relationship between
Job design and employee satisfaction in the ENT Hospital.
The result also indicates that Pearson Correlation (r-value) is 0.573. This value shows that there is a
positive relationship between Job design and employee satisfaction. Hence, an increase in the level of
Job design will lead to an increase in employee satisfaction. So, this finding is in line with the
literature review section.
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4. Relationship between overall employee satisfaction and retention
Table 5.14 in appendix 11 shows the correlation coefficient between employee satisfaction and
employee retention. It indicates that the p-value is 0.002 which is less than the significant level of
0.01, (p<0.01). As a result, HO will be rejected and H1 is accepted since there is a significant
relationship between employee retention and employee satisfaction in the ENT Hospital.
The result also indicates that Pearson Correlation (r-value) is 0.394. This value shows that there is
a positive relationship between employee retention and employee satisfaction. Hence, an increase in
the level of employee satisfaction will lead to an increase in employee retention. This finding concurs
with the literature section.
5. Conclusion
To conclude, the rationale of the research is to explain the impact of employee satisfaction on
retention. From the literature review, it can be clearly seen that there are several determinants of
employee satisfaction, which at the end contribute significantly to employee retention. Besides, from
the results of the present findings, it can be seen that each of the different determinant mentioned in
the literature review is positively connected with the overall employee satisfaction. In addition, the
results also demonstrate that employee retention is positively related to employee satisfaction.
5.1. Suggestions for future study
In this study, the information is collected from the ENT hospital only. So, it is recommended that
future research be conducted to more hospitals to reduce bias of results and improve accuracy of data.
Besides, larger sample can be targeted through the distribution of questionnaire to more hospitals.
Thus, the data obtained will be more reliable and accurate.
Another recommendation for future research is that instead of using questionnaire as in the case
of the present research, interviews survey can be used. This will help in understanding the
respondent’s difficulty in answering the question and hence be able to obtain more accurate result.
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Appendix
Appendix 1 Determinant 1: Reward and Recognition
Table 5.13.1: Correlation overall between overall employee
satisfaction and Reward /Recognition
Correlations
Overall
employee
satisfaction
Reward and
Recognition
Overall
employee
satisfaction
Pearson
Correlation 1 .275*
Sig. (2-tailed) .037
N 58 58
Reward and
Recognition
Pearson
Correlation .275* 1
Sig. (2-tailed) .037
N 58 58
*. Correlation is significant at the 0.05 level (2-tailed).
Appendix 2
Determinant 2: Communication
Table 5.13.2: Correlation overall between employee satisfaction and
Communication
Correlations
Overall
employee
satisfaction Communication
Overall employee
satisfaction
Pearson
Correlation 1 .355**
Sig. (2-tailed) .006
N 58 58
Communication Pearson
Correlation .355** 1
Sig. (2-tailed) .006
N 58 58
**. Correlation is significant at the 0.01 level (2-tailed).
Appendix 3
Determinant 3: Participation and Involvement
Table 5.13.3: Correlation between overall employee Satisfaction and Participation /
Involvement
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Correlations
Overall
employee
satisfaction
Participation
and involvement
Overall
employee
satisfaction
Pearson
Correlation 1 .283*
Sig. (2-tailed) .031
N 58 58
Participation
and involvement
Pearson
Correlation .283* 1
Sig. (2-tailed) .031
N 58 58
*. Correlation is significant at the 0.05 level (2-tailed).
Appendix 4
Determinant 4: Physical working conditions
Table 5.13.4: Correlation between overall employee Satisfaction and Physical
working conditions
Correlations
Overall
employee
satisfaction
Physical
working
conditions
Overall
employee
satisfaction
Pearson
Correlation 1 .330*
Sig. (2-tailed) .011
N 58 58
Physical
working
conditions
Pearson
Correlation .330* 1
Sig. (2-tailed) .011
N 58 58
*. Correlation is significant at the 0.05 level (2-tailed).
Appendix 5
Determinant 5: Training and Individual development
Table 5.13.5: Correlation between overall employee Satisfaction and
Training/individual development
Correlations
Overall
employee
satisfaction
Training and
individual
development
Overall
employee
satisfaction
Pearson
Correlation 1 .349**
Sig. (2-tailed) .007
N 58 58
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Training and
individual
development
Pearson
Correlation .349** 1
Sig. (2-tailed) .007
N 58 58
**. Correlation is significant at the 0.01 level (2-tailed).
Appendix 6
Determinant 6: Supervisor Support
Table 5.13.6: Correlation between overall employee Satisfaction and Supervisor
Support
Appendix 7
Determinant 7: Work life balance and stress at work
Table 5.13.7: Correlation between overall employee Satisfaction and Work life Balance
and stress at work
Correlations
Overall
employee
satisfaction
work life
balance and
stress at work
Overall
employee
satisfaction
Pearson
Correlation 1 .438**
Sig. (2-tailed) .001
N 58 58
work life
balance and
stress at
work
Pearson
Correlation .438** 1
Sig. (2-tailed) .001
N 58 58
**. Correlation is significant at the 0.01 level (2-tailed).
Appendix 8
Determinant 8: Work relations
Correlations
Overall
employee
satisfaction
Supervisor
support
Overall
employee
satisfaction
Pearson
Correlation 1 .406**
Sig. (2-tailed) .002
N 58 58
Supervisor
support
Pearson
Correlation .406** 1
Sig. (2-tailed) .002
N 58 58
**. Correlation is significant at the 0.01 level (2-tailed).
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Table 5.13.8: Correlation between overall employee Satisfaction and Work Relations
Correlations
Overall
employee
satisfaction work relations
Overall
employee
satisfaction
Pearson
Correlation 1 .440**
Sig. (2-tailed) .001
N 58 58
work
relations
Pearson
Correlation .440** 1
Sig. (2-tailed) .001
N 58 58
**. Correlation is significant at the 0.01 level (2-tailed).
Appendix 9
Determinant 9: Performance Appraisal system
Table 5.13.9: Correlation between overall employee Satisfaction and Performance
Appraisal System
Correlations
Overall
employee
satisfaction
Performance
appraisal
system
Overall
employee
satisfaction
Pearson
Correlation 1 .321*
Sig. (2-tailed) .014
N 58 58
Performance
appraisal system
Pearson
Correlation .321* 1
Sig. (2-tailed) .014
N 58 58
*. Correlation is significant at the 0.05 level (2-tailed).
Appendix 10
Determinant 10: Job Design
Table 5.13.10: Correlation between overall employees Satisfaction
and Job design
Correlations
Overall
employee
satisfaction Job design
Overall
employee
satisfaction
Pearson
Correlation 1 .573**
Sig. (2-tailed) .000
N 58 58
Job design Pearson
Correlation .573** 1
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Sig. (2-tailed) .000
N 58 58
**. Correlation is significant at the 0.01 level (2-tailed).
Appendix 11
5.14 Relationship between overall employee satisfaction and retention
Table 5.14: Correlation between overall employee Satisfaction and Employee retention
Correlations
Overall
employee
satisfaction
Employee
retention
Overall
employee
satisfaction
Pearson
Correlation 1 .394**
Sig. (2-tailed) .002
N 58 58
Employee
retention
Pearson
Correlation .394** 1
Sig. (2-tailed) .002
N 58 58
**. Correlation is significant at the 0.01 level (2-tailed).