Research Paper Conference (2)

7/30/2019 Research Paper Conference (2)

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Topic

Identify the factors which influence the Employee Job

Satisfaction: Evidence from Banking Sector in Karachi

Pakistan

Rana Tariq Mehmood*

Faculty member in Business AdministrationMuhmmad Ali Jinnah University Karachi.

Email : [email protected]

Phone : 0333-2923550


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Identify the factors which influence the Employee Job Satisfaction:

Evidence from Banking Sector in Karachi Pakistan

Rana Tariq Mehmood* & Afaque Ali Khan**

AbstractThe purpose of this research is to identify specific issue that may impact on job

satisfaction and to identify the factors which influence the job satisfaction of

employees. The research will help in determining what gives satisfaction to

employeesIt is also extraordinary difficult to carry out field work. Less people want

to discuss in this topic. If they are not satisfied with there job they dont want to

discuss they think that problem is private and confidential and if they discuss they

have to quit from there permanent job. Thats all are my point of view which I feel

during the observation. Data are collected through questionnaire and the

questionnaires are close ended question.5 LIKERT scales are provided in the

questionnaire so that we find the result estimation of job satisfaction. Primary data are

collected through survey, questionnaire and observation and secondary data are

collected through research paper, articles, and books. To analysis the data spss

software has been used. Descriptive statistics (mean and standard deviation) are also

examined to analysis the data further support Correlation and Regression Analysis of

JOB satisfaction. Overall employees of private sector as well as public sector are

satisfied with their job with the mean of 3.7820 and standard deviation of .49244.

According to the results the job satisfaction of employees is significantly dependent

upon pay, promotion opportunities, rewards, relation with boss and co-workers. The

result of study reveals that employees of private banks were more satisfied with pay,

skills and abilities, and working hours as compared to public sector bank employees.Whereas, the employees of public sector were satisfied with job security as compared

to private sector bank employees.

KEYWORDS:Job satisfaction, banking sector, Karachi, Pakistan


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INTRODUCTION

Today organizations are continually challenging new working trends and

communication, rapid change of technology, new regulations, and environmental and

social aspects. These elements may affect to work environment and reflect to

employees attitudes and behaviours with respect of their input. Researchers and fieldexperts mainly focused to know the factors that impact on the employee satisfaction at

their work environment (Igalens and Roussel, 1999; Brewer et al., 2008). Job life is

to be known as one of the important parts of daily life (Ahsan et al., 2009). Owing to

competitive nature of job, most of the employers are very much anxious to know the

employee job satisfaction. Employee job satisfaction is related to how people think,

feel and perceive their jobs (Spector, 1997). This definition may be directed to the

employee attitudes and behaviours towards their job. In many factors have been

investigated to know the job satisfaction like management role, work motivation, pay,

other benefits, organizational environment, and employee learning perception (Igalens

and Roussel, 1999; Kuo et al., 2007; Brewer et al., 2008; Ahsan et al., 2009). Given

the importance of employee desires and expectations towards satisfaction in a

developing country context, it is worthwhile looking into job satisfaction predictors to

complement existing research. Much of the research in this area has not clearly

analyzed job satisfaction factors to gain insight into employee attitudes and

behaviours.

Job satisfaction is an individuals general attitude towards his/her job Wright,

T., Cropanzano, R., & Bonett, D. (2007) it shows how contented an employee

with his work. Job satisfaction is when a person is happy with his work

because it is something he wants to do and he is rewarded deservingly in that

work. Job satisfaction is an affective or emotional response towards various

facets of ones job.It has correlation with other dependent variables. Job satisfaction has a

positive relationship with organizational citizenship behavior (OCB) which is

moderate in strength. Organizational citizenship behaviors consist of

employee behaviors that are beyond the call of duty (Kreitner and Kinicki,

2001). Satisfied employees would most likely be motivated to do things that

are beyond the expectations of the job. It is because they develop sympathy

for the organization and they also want to help in its improvement. Job

satisfaction is also positively related to productivity. Productivity is a

performance measure that includes effectiveness and productivity. At the

individual level, evidence suggests that productivity is likely to lead to

satisfaction (Robbins, 2001). But it doesnt; t mean that happy workers to aremore productive. The thing is an organization with more satisfied employees

portrays greater productivity than those organizations with less satisf ied

workers. But personally, I can say that if a person is satisfied, he will be

productive.

Job satisfaction in regards to ones feeling or state of mind regarding nature of their

work. Job can be influenced by variety of factors like quality of ones relationship

with their supervisor, quality of physical environment in which they work, degree of

fulfillment in their work, etc.

Job satisfaction has been defined as a pleasurable emotional state resulting from theappraisal of ones job, an effective reaction to ones job; and an attitude towards ones


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job. Jacobs, P., Tytherleigh, M., Webb, C., & Cooper, C. (2007) has argued that job

satisfaction is an attitude but point out that researchers should clearly distinguish the

objectives of cognitive evaluation which are effect (emotion), belief and behavior.

This definition suggests that we form attitudes towards our job by taking into account

our feelings, our beliefs, and our behavior.

The most-used research definition of job satisfaction is by Locke (1976), who definedit as a pleasurable or positive emotional state resulting from the appraisal of ones

job or job experiences. Implicit in Lockes definition is the importance of both affect,

or feeling, and cognition, or thinking.

Drever (1964) described job satisfaction ''as an end state of feeling ." Singh 1990)

pointed out that the job satisfaction is a part of life satisfaction, the nature of one's

environment off- the- job. Similarly, a job is an important part of life; job satisfaction

influences one's general life satisfaction as an effective reaction, feeling of employees

with job, supervision, co-workers, salary/pay and his/her current and future career

progress. The causes of employees' satisfaction are restricted to implant factors alone

but they sum the whole gamut of men's needs and aspirations. Job satisfaction is a

general attitude which is the result of many specific attitudes (Reddy andRajasekhar,1990).

Schleicher, D., Watt, J., & Greguras, G. (2004) studied job satisfaction and

organizational climate among executives and supervisors, reported a significant

positive relationship between the over all climate and job satisfaction. Job satisfaction

was also found related to various individual dimensions of organizational climate

such as leadership, communication, interaction, influence in decision making, goal-

setting and control.

Importance of Job Satisfaction:

Job satisfaction is an important indicator of how employees feel about theirjob and a predictor of work behavior such as organizational, citizenship,

Absenteeism, Turnover.

Job satisfaction can partially mediate the relationship of personality variablesand deviant work behavior.

Common research finding is that job satisfaction is correlated with life style.

This correlation is reciprocal meaning the people who are satisfied with thelife tends to be satisfied with their jobs and the people who are satisfied their

jobs tends to satisfied with their life.

This is vital piece of information that is job satisfaction and job performance is

directly related to one another. Thus it can be said that, A happy worker is aproductive worker.

It gives clear evidence that dissatisfied employees skip work more often andmore like to resign and satisfied worker likely to work longer with the

organization.


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Scope of the Study:This study emphasis in the following scope:

To identify the employees level of satisfaction upon that job.

This study is helpful to that organization for conducting further research.

It is helpful to identify the employers level of satisfaction towards banking

sector. This study is helpful to the organization for identifying the area of

dissatisfaction of job of the employees.

This study helps the manager to make managerial decisions for the companyand for the welfare of the employees.

Research Objectives:

The scope of the study is very vital. Not only the Human Resource department can

use the facts and figures of the study but also the marketing and sales department can

take benefits from the findings of the study. This Research paper to evaluate job

satisfaction level of employees working in banking sector of KARACHI.

The objectives of job satisfaction survey are:

To analyze banks working environment.

To study the level of job satisfaction among the employees of banking sectorof Karachi.

To measure employee attitudes across a range key cultural and performancedimension.

To align management and employee expectations in order to facilitate greaterproductivity within the workplace environment.

To allow workplace satisfaction to be measured (or benchmarked) overtime. To study the level of job satisfaction among the employee working in banking

sector of Pakistan

To study the factor affecting job satisfaction among the employees working inbanking sector of Pakistan.

To access the satisfaction level of employees

To identify the factor which influences the job satisfaction of employees

To identify the factor which improve the satisfaction level of employees

To know employee satisfaction towards the facilities

To offer valuable suggestion to improve the satisfaction level of employees

.


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LITERATURE REVIEW

A Literature review is the critical evaluation of pervious published researches madeby various scholars and researchers. The literature review provides the bases for the

development of theoretical fame work by identifying variables that are very important,

as determined by the previous research findings. Though it is based on assumptions

but the researchers must use them near to the fact. According to the Taylor (1911)

stated that individual workers wants economic/incentives monetary rewards and are

willing to work harder for it. The study founded that 88% of the surveyed were

classified as being satisfied, and there was a direct linear relationship between

occupational level and job satisfaction.

Humphrey, J., Nahrgang, J., & Morgenson, F. (2007) stated that they first study about

the job satisfaction. This study focused on employee attitude and its impact on

production level. The study highlighted that employees & workers their own

perception of the work situation and the social environment, which affects their

attitude towards their work.

Hellriegel, D. and Slocum, J.W. (1974) indicates twelve major factors of job

satisfaction which are similar. According to him, the correlates of job satisfaction are:

the work itself, sense of achievement or job challenge, responsibility, recognition,

advancement or promotion, salary, job security, good working conditions, supervision,

relationship with co-workers, organizational policies, managerial and workers

commitment to organizational goals and policies. Hellriegel, D. and Slocum, J.W.

(1974) finds that the intrinsic nature of work such as achievement, recognition,

interesting work, advancement and decision making power are strong predictors ofjob satisfaction among direct service workers, supervisors and managers, and their

level of absenteeism and job turnover. Other extrinsic job factors which affect job

satisfaction are the workers relationship with co-workers and their salaries. In the

same study, workload is found to be the major factor predicting job satisfaction.

Singh (1990) pointed out that the job satisfaction is a part of life satisfaction, the

nature of one's environment off- the- job. Similarly, a job is an important part of life,

job satisfaction influences one's general life satisfaction as an effective reaction,

feeling of employees with job, supervision, co-workers, salary/pay and his/her current

and future career progress. The causes of employees' satisfaction are restricted to

implant factors alone but they sum the whole gamut of men's needs and aspirations.

Spector (1997), on the other hand, says the causes of job satisfaction can be grouped

into two main categories. The first category is the job environment and factors

associated with the job. This includes how people are treated; the nature of job tasks,

relations with other people in the work place and rewards. The second category is the

individual factors that the person brings in the workplace. This includes both

personality and prior experiences. These two categories often work together to

influence an employees job satisfaction.

Kieffer, K., Schinka, J., & Curtiss, G. (2004) said that job satisfaction refers to an

individual general attitude towards his or her jobs. A person with high level of job

satisfaction holds positive attitude towards his jobs, a person who is dissatisfied with

his or her job holds negative attitude about the jobs.


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Lise and Judge (2004) said that even though organizations cannot directly impact

employee personality, the use of sound selection methods and a good match between

employees and jobs will ensure people are selected and placed into jobs most

appropriate for them, which in turn, will help enhance their job satisfaction.

Pratap (1984) studied job satisfaction and organizational climate among executivesand supervisors, reported a significant positive relationship between the over all

climate and job satisfaction. Job satisfaction was also found related to various

individual dimensions of organizational climate such as leadership, communication,

interaction, influence in decision making, goal-setting and control.

Maslows (1943) suggested that there exists a hierarchy of human needs, commencing

with physiological needs then safety, social, esteem and at last self actualization need.

Maslow says that these needs must be satisfied in the order listed. According to theory,

there are some important implications for management. There are opportunities to

motivate employees and provide them job satisfaction through management style, job

design, company events, and compensation packages. Physiological needs providelunch breaks, rest breaks, and wages that are sufficient to purchase the essentials of

life. Safety needs provide a safe working environment, retirement benefits, and job

security. Social needs create a sense of community via team-based Research Papers

and social events. Esteem needs recognize achievements to make employees feel

appreciated and valued. Offer job titles that convey the importance of the position.

Self-Actualization provides employees a challenge and the opportunity to reach their

full career potential.

Mahmud Hassami, (RN) (2008) conducted a study on Bankers in university of Jordan

and found that there is a strong correlation between job satisfaction and organizational

commitment The results suggested that the Bankers strongest attitude towards

organizational commitment and job satisfaction were their feelings of strong loyalty

to their organization and satisfaction with the job itself also Bankers job satisfaction

and perceived organizational support were determined to be significantly related.


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R E S E A R C H M E T H D O L O G Y

R E S P O N D E N T O F T H E S T U D Y

Respondents for the research are the managers, employees and account holders of

NATIONAL BANK OF PAKISTAN, HABIB BANK, ALHABIB BANK, BANKALFALAH, SONERI BANK, HABIB METROPOLITAN BANK, JS BANK, MEEZAN

BANK,MUSLIM COMMERCIAL BANK, BARCLAYS, NIP BANK, UBL, located in

Karachi.TheRespondent: OG-1, OG-2, OG -3, Deputy Manager, Manager, Operational

Manager, VP, Executive VP, Assistant Manager. Sample was taken on convenient basis

the advantage of sampling are that it is much less costly, quicker and analysis will

become easier. Sample size taken was 100 employees.

Data collection sourceThe data collected for the research is conducted through primary and secondary

Sources. This can be illustrated in the following way:

For primary Data Collection:

Surveys Questionnaire Observation

For secondary Data Collection:

Internet Professional Journals and Magazines Articles

Research paperThe primary data was collected by using closed ended questionnaire method. Thequestionnaire has 25 questions and 5 LIKERT scale was used.

The scale has been grouped as follows:-

1) Strongly dissatisfied2) Dissatisfied3) Neutral4) Satisfied5) Strongly satisfied


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Table showing the sample of study

NAME OF BANK

TYPE OF

BANK

NUMBER OF

EMPLOYEES

GOVERNMENT 30

PRIVATE 20

PRIVATE 12

PRIVATE 7

PRIVATE 10

PRIVATE 5

PRIVATE 3

PRIVATE 3

PRIVATE 3

PRIVATE 3

PRIVATE 2

PRIVATE 2

TOTAL 100

P I L O T T E S T I N G :

A pilot testing was conducted on a small sample of n=10 employees ofNational Bank of

Pakistan. A draft questionnaire was tried out the pilot test level. The respondent for pilot


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study were similar and comparable with the population but were not included in the

sample of study. This exercise helped to improve and refine the research instrument.

Conceptual Framework

Independent variables Dependent variables


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Hypothesis

Formulation of hypothesis:

Null hypothesis (H0):

There is no significant relationship between X and Y

GeneralworkingconditionsPay andpromotionalpotential

JOBSATISFACTIONWorkrelationshipUse of skillsand abilities

Workactivities


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Alternative hypothesis (H1):

There is a significant relationship between X and Y

Where X and Y are two variables/Aspects or events

The following hypothesis has been formulated for this study:

(H0) There is no significant relationship between working condition and job satisfaction

(H1) There is significant relationship between working condition and job satisfaction.

(HO) There is no significant relationship between pay & promotion and job satisfaction

(H1) There is significant relationship between pay & promotion and job satisfaction

(H0)There is no significant relationship between work relationship and job satisfaction

(H1) There is significant relationship between work relationship and job satisfaction

(H0) There is no significant relationship between skill and abilities and job satisfaction

(H1) There is significant relationship between skill and abilities and job satisfaction

(H0) There is no significant relationship between work activities and job satisfaction

(H1) There is no significant relationship between work activities and job satisfaction

DATA ANALYSIS AND RESULTDISCUSSION

DESCRIPTIVES

Table showing the descriptive statistics of job satisfaction

DESCRIPTIVE STATISTICS

N Minimum Maximum Mean Std. Deviation

Job satisfaction 100 2.40 4.80 3.7820 .49244

Good workingcondition

100 1.80 5.00 3.6800 .60503


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Pay and promotion 100 1.50 4.75 3.5500 .73684

Work relationship 100 2.25 5.00 3.7725 .70719

Skills and abilities 100 1.80 4.80 3.6340 .59903

Work activities 100 1.00 5.00 3.5533 .66535

Valid N (list wise) 100

According to respondents opinions the rating on dependent variable job satisfaction

in banking sector was highest with a mean of (3.7820). The rating of work

relationship was second highest with a mean of (3.7725), the rating of good working

condition was third highest with a mean of (3.6800), the rating of independent

variable skills and abilities was fourth highest with a mean of (3.6340), and the rating

of work activities was fifth highest with a mean of (3.5533). And the rating of pay and

promotion is lowest with a mean of (3.5500).

The standard deviation of respondents opinion onpay and promotion was the highest

(0.60503), as compared to other dimensions. This indicates that there is a low

involvement of pay and promotion in banking sector of Karachi.

C O R R E L A T I O N


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Correlations

Jobsatisfaction

Goodworking

condition

Pay andpromotio

nWork

relationshipSkills andabilities

Workactivities

JOB

SATISFACTION

Pearson Correlation 1 .505 .310 .356 .506 .353

Sig. (2-tailed) .000 .002 .000 .000 .000

N 100 100 100 100 100 100

GOODWORKINGCONDITION

Pearson Correlation .505 1 .513 .427 .431 .397

Sig. (2-tailed) .000 .000 .000 .000 .000

N 100 100 100 100 100 100

PAY ANDPROMOTION

Pearson Correlation .310 .513 1 .395 .387 .405

Sig. (2-tailed) .002 .000 .000 .000 .000

N 100 100 100 100 100 100

WORKRELATIONSHIP

Pearson Correlation .356 .427 .395 1 .582 .415

Sig. (2-tailed) .000 .000 .000 .000 .000

N 100 100 100 100 100 100

SKILLSANDABILITIES

Pearson Correlation .506 .431 .387 .582 1 .542

Sig. (2-tailed) .000 .000 .000 .000 .000

N 100 100 100 100 100 100

WORK

ACTIVITIES

Pearson Correlation .353 .397 .405 .415 .542 1

Sig. (2-tailed) .000 .000 .000 .000 .000

N 100 100 100 100 100 100

**. Correlation is significant at the 0.01 level (2-tailed).

The data was analyzed through SPSS (statistical package for social sciences) software

by using correlation and regression. The correlation test indicates that the relationship

between the variables. The correlation values show that there is a positive correlation

of job satisfaction with good working condition, pay and promotion, work

relationship, skills and abilities, and work activities in job satisfaction.

The dependent variable job satisfaction has the strongest correlation with skills andabilities (.506**), with good working condition (0.505**), with work relationship

(0.356**), with work activities in job satisfaction (0.353**) and there is also

correlation of pay and promotion (.310**) with the dependent job satisfaction.

R E G R E S S I O N O F G O O D W O R K I N G

C O N D I T I O N


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Table showing the variables entered in good working condition

VARIABLES ENTERED/REMOVED

ModelVariablesEntered

VariablesRemoved Method

1 Good working

Condition

a

. Enter

a. All requested variables entered.

b. Dependent Variable: job satisfaction

Table showing the model summary of good working condition

MODEL SUMMARY

Model R R SquareAdjusted R

SquareStd. Error of the

Estimate

1 .505a

.255 .248 .42712

a. Predictors: (Constant), good working condition

The R value show Coefficient of Correlation is the numerical measure of strength of

the linear relationship between two variables. The R value (.505a) is show that there is

positive correlation between the good working condition and Dependent Variable job

satisfaction.

The R Square show Coefficient of Determination defines the square of Coefficient of

Correlation. The R Square values (.255) mean 25% reliable to be used for estimation

of population.

The Std. Error is important because they reflect how much sampling Fluctuation a

statistic will show. The Std. Error value show that 42% Fluctuation of Sampling Mean.

The R change shown that differences between R-value & Adjusted R square.

Table showing the ANOVAs of good working condition

ANOVA

Model Sum of Squares df Mean Square F Sig.

1 Regression 6.129 1 6.129 33.598 .000a

Residual 17.878 98 .182

Total 24.008 99

a. Predictors: (Constant), good working condition


The Sum of Square shows the total variability around the mean, the Sum of SquareResidual mean the Sum of Squared Errors in Prediction and Sum of Square

Regression mean the improvement in Prediction by using the predicted value of (Y)

Dependent Variable over just using the mean of (X) Independent Variable.

The degree of freedom means number of sample minus one.

The F Test value (33.598) shows the combination of all variable, overall significances

of the Model its mean one independent variable Good working condition on

Dependent variable job satisfaction and Observation of Independent Variable met.

Table showing the coefficient of good working condition

COEFFICIENTSa


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Model

Unstandardized CoefficientsStandardizedCoefficients

t Sig.B Std. Error Beta

1 (Constant) 2.269 .265 8.575 .000

Good working condition .411 .071 .505 5.796 .000

a. Dependent Variable: job satisfaction

The Std. Error is important because they reflect how much sampling fluctuation a

statistic will show. The St.d Error of a statistic depends on the sample size in the

general the larger sample of the St.d Error. St.d Error of Constant (.265) value shows

the 26% of fluctuation of sampling mean and the St.d Error of Independent Variable

good working condition is (.071) value shows the 7% of fluctuation of sampling mean.

Standardized Coefficients are the coefficient that you would obtain if the Predictors

and the outcomes variable were standardized prior the analysis and the Comparing the

size of the coefficient across variable. The t value of Independent Variable good

working condition is (5.796). According to the rules if t value is greater that 2 (t>2.5)than null hypothesis will be rejected and alternate hypothesis will be accepted.

R E G R E S S I O N O F P A Y A N D P R O M O T I O N

Table showing the variables entered in pay and promotion




1 Pay andpromotion

a

. Enter



Table showing the model summary of pay and promotion

MODEL SUMMARY

Model R R SquareAdjusted RSquare

Std. Error of theEstimate

1 .310a

.096 .087 .47055

a. Predictors: (Constant), pay and promotion



positive correlation between the pay and promotion and Dependent Variable job

satisfaction.


Correlation. The R Square values (.096) mean 9% reliable to be used for estimation of

population.




Table showing the ANOVAs of pay and promotionANOVA


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1 Regression 2.309 1 2.309 10.428 .002a

Residual 21.699 98 .221

Total 24.008 99

a. Predictors: (Constant), pay and promotionb. Dependent Variable: job satisfaction

The Sum of Square shows the total variability around the mean, the Sum of Square

Residual mean the Sum of Squared Errors in Prediction and Sum of Square





of the Model its mean one independent variable pay and promotion on Dependent

variable job satisfaction and Observation of Independent Variable met.

Table showing the coefficient of pay and promotion

COEFFICIENTSa

Model


t Sig.B Std. Error Beta

1 (Constant) 3.046 .233 13.093 .000

Pay and promotion .207 .064 .310 3.229 .002






pay and promotion is (.064) value shows the 6% of fluctuation of sampling mean.



size of the coefficient across variable. The t value of Independent Variable pay and

promotion is (3.229). According to the rules if t value is greater that 2 (t>2.5) than

null hypothesis will be rejected and alternate hypothesis will be accepted.

R E G R E S S I O N O F W O R K R E L A T I O N S H I P

Table showing the variables entered in work relationship


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1 Workrelationship

a

. Enter

a. All requested variables entered.b. Dependent Variable: job Satisfaction

Table showing the model summary of work relationship

MODEL SUMMARY



Estimate

1 .356a

.127 .118 .46243

a. Predictors: (Constant), work relationship



positive correlation between the work relationship and Dependent Variable job

satisfaction.



of population.




Table showing the ANOVAs of work relationship

ANOVA


1 Regression 3.051 1 3.051 14.267 .000a

Residual 20.957 98 .214

Total 24.008 99

a. Predictors: (Constant), work relationship




Regression mean the improvement in Prediction by using the predicted value of (Y)Dependent Variable over just using the mean of (X) Independent Variable.



of the Model its mean one independent variable work relationship on Dependent


Table showing the coefficient of work relationshipCOEFFICIENTS

a


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Model


T Sig.B Std. Error Beta

1 (Constant) 2.846 .252 11.283 .000

Work

relationship

.248 .066 .356 3.777 .000






work relationship is (.066) value shows the 6% of fluctuation of sampling mean.



size of the coefficient across variable. The t value of Independent Variable work

relationship is (3.777). According to the rules if t value is greater that 2 (t>2.5) than

null hypothesis will be rejected and alternate hypothesis will be accepted.

R E G R E S S I O N O F S K I L L S A N D A B I L I T I E S

Table showing the variables entered in skills and abilities




1 Skills andabilities

a

. Enter



Table showing the model summary of skills and abilities

MODEL SUMMARY



Estimate

1 .506a

.256 .249 .42687

a. Predictors: (Constant), skills and abilities


the linear relationship between two variables. The R value (.506a

) is show that there ispositive correlation between the skills and abilities and Dependent Variable job

satisfaction.



of population.




Table showing the ANOVAs of skills and abilities


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ANOVA


1 Regression 6.150 1 6.150 33.752 .000a

Residual 17.857 98 .182

Total 24.008 99

a. Predictors: (Constant), skills and abilities








of the Model its mean one independent variable skills and abilities on Dependent


Table showing the coefficient of skills and abilities

COEFFICIENTSa

Model



1 (Constant) 2.270 .264 8.607 .000

Skills and abilities .416 .072 .506 5.810 .000



statistic will show. The St.d Error of a statistic depends on the sample size in thegeneral the larger sample of the St.d Error. St.d Error of Constant (.264) value shows


skills and abilities is (.072) value shows the 7% of fluctuation of sampling mean.



size of the coefficient across variable. The t value of Independent Variable skills and

abilities is (5.810). According to the rules if t value is greater that 2 (t>2.5) than null

hypothesis will be rejected and alternate hypothesis will be accepted.

R E G R E S S I O N O F W O R K A C T I V I T I E S


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Table showing the variables entered in work activities




1 Work activitiesa

. Enter



Table showing the model summary of work activities

MODEL SUMMARY



Estimate

1 .353a

.125 .116 .46302

a. Predictors: (Constant), work activities


the linear relationship between two variables. The R value (.353

a

) is show that there ispositive correlation between the skills and abilities and Dependent Variable job

satisfaction.



of population.




Table showing the ANOVAs of work activities

ANOVA Model Sum of Squares df Mean Square F Sig.

1 Regression 2.998 1 2.998 13.984 .000a

Residual 21.010 98 .214

Total 24.008 99

a. Predictors: (Constant), work activities





Dependent Variable over just using the mean of (X) Independent Variable.The degree of freedom means number of sample minus one.


of the Model its mean one independent variable work activities on Dependent variable

job satisfaction and Observation of Independent Variable met.

Table showing the coefficient of work activities


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COEFFICIENTSa

Model



1 (Constant) 2.853 .253 11.284 .000

Work activities .262 .070 .353 3.740 .000






work activities is (.070) value shows the 7% of fluctuation of sampling mean.



size of the coefficient across variable. The t value of Independent Variable workactivities is (3.740). According to the rules if t value is greater that 2 (t>2.5) than null

hypothesis will be rejected and alternate hypothesis will be accepted.

Conclusion


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It was good learning session for me during the Research Paper of job satisfaction in

banking sector of Karachi. While doing this Research Paper, I learnt a lot about

various banking operation. Job satisfaction is a very big concept as it includes various

factors associated with job satisfaction of employees.

From the analysis it is concluded that small number of employees are satisfied

with the payment and promotion as per their roles and responsibility and

remaining all are not satisfied with the payment and promotion according to

their roles and responsibilities. Hence from this analysis it can be cleared that

payment according to roles and responsibilities are not much satisfied.

Only little number of the employees is satisfied with the opportunities of

promotions given by organization. It shows that the employees do not have

any growth of opportunities. Analysis shows that the payment of salary is

made always on time.

From the analysis and interpretation it is clear that very large numbers of the

respondents are satisfied with the good working condition in banking sector.

From the analysis it is clear that some respondent are satisfy with work

relationship in banking sector and some are not satisfy with work relationship.

Larger numbers of employees are satisfied with skills and abilities as well as

training and induction the organization are provided very little number of

respondent are not satisfied.

Some respondent are satisfied with work activities and some are not satisfied

with work activities in banking sector.

It is concluded that the 75% of the employees are satisfied with their jobs. And 25%

are not satisfied with their bank job and the major reason is pay and promotion. Hence

To improve the level of satisfaction of employees the organization has to improve working

condition, promotion opportunities and training program and pay according to their

qualification.

Recommendation


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In the organization most of the employees are satisfied with all the facilities provided

by company. But there are some employees also who are not satisfied with the

company. Management should try to convert unsatisfied employees in to satisfied

employees. Because if employee is not satisfied than the he is not able to give his

100% to his work and the productiv ity of emplo yee decrease . So

management should try to satisfy his employees because employees are the

assets of the company not liabilities.

The suggestions are drawn from analysis and observation. Few suggestions are given

as under.

Company should give promotion to those employees who deserve it.

The study revealed that majority of employees is not satisfied with their

salary. So employees should be given good salary.

It is clear from the study that some of the employees are not satisfied with the

incentives. So company should provide them incentives according to their

performance.

Training and development program should be conducted from time to time so

that an employee does not get bored from their job.

Work should be assigned according to the qualification of employees.

So to motivate the employees management can take into consideration some proper

suggestions given by the employees. It will help to increase the motivation and

ultimately the Job satisfaction of the employees in the banking sector.

References


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