The Most Effective Factor out of Psychological, Physical, and Environmental Factors to Enhance Job Satisfaction of Employees

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CHAPTER ONE – INTRODUCTION

1.1. Introduction to the topic

The topic of the study is The Most Effective Factor out of Psychological, Physical, and

Environmental Factors to Enhance Job Satisfaction of Employees. The job satisfaction of an

employee is very important to achieve the objectives of each position hold by the employees.

When the employee is satisfied with the job he/she is involved, it surely enhance the

productivity of the employee, which eventually contribute to increase the overall productivity

of the section/department of the employee works in and then ultimately contribute to achieve

the goal of the company. There are many factors contribute to increase the job satisfaction.

Among them, the psychological, physical and environmental can be considered as major

factors. It is a known factor that these factors individually and collectively contribute for job

satisfaction. The researcher’s personal opinions on how these factors contribute to job

satisfaction are given in the conceptual framework under the methodology part of this study

report. However, the researcher intended to identify whether the hypotheses developed on

this topic were true or false and thereby to suggest remedial actions for increasing job

satisfactions of employees of companies.

1.2. Statement of the problem

The recent report of the performance evaluation of Hirdaramani industries Private Limited

Company – Kahatuduwa showed that the employees’ motivation level is not up to the

expected level of the company. Therefore, the researcher wished to formulate the following

problem statement;

“What was the most effective factor out of physical, psychological and environmental factors

to enhance Job satisfaction of employees?”

1.3. Practical relevance of the study

Since Sri Lanka is a labor oriented country, there are many industries that are contributing to

the economy of the country. Among those industries, apparel industry is one of the most

important industries, which has generated many jobs for the country’s work force. And at the

same time, apparel industry is the one, which brings down much of foreign currencies into

the economy. Therefore, studying the effectiveness of the performance of the labor force

employed in the apparel industry was considered as vital important.

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Accordingly, this study was planned to be carried out in association with Hirdaramani

industries Private Limited company –Kahatuduwa. The researcher is currently following the

Professional Qualification of Human Resource Management (PQHRM) at IPM. Accordingly,

it is a requirement of the diploma that the student should submit a research report based on a

research carried out utilizing scientific method on a selected subject area. In addition, the

researcher is also following an eight-month internship programme in the same company to

fulfill a course requirement of the Fashion Designing and Product Development Degree

conducted by the Department of Textile and Clothing Technology in the Faculty of

Engineering at University of Moratuwa. Therefore, the researcher thought that through this

study she could achieve two objectives viz; (a) obtain necessary data to prepare the study

report, which is required by the IPM and (b) to help the management of Hirdaramani by

presenting the outcome of the study to improve the job satisfaction of the employees to

achieve company goals.

Further, it is learned that Hirdaramani Industries Private Limited Company –Kahatuduwa had

not undertaken any research on the selected subject area for a long time. Since the company

spends considerable amount of funds on employees, it is really important for the organization

to reveal the employees perception of the job satisfaction. At the same time, the study will

help to test the hypotheses too, which will be beneficial to the company.

Therefore, it was the opinion of the researcher that this study is very much relevant both to

her study requirement of the IPM and also to help the Hirdaramani to improve its

performance.

1.4 Objectives of the study

The objectives of the study were as follows;

1.4.1 General objective:

To identify the most effective factor out of three factors: physical, psychological and

environmental, which impact on job satisfaction of employees.

1.4.2 Specific objectives:

Study the effectiveness of each of the three factors namely physical,

psychological and environmental in satisfying employees’ job.

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To test selected hypothesis.

Prepare a quality project report to be submitted to the IPM.

To make a presentation on the outcome of study to the management of Hirdaramani in

order to assist them to enhance the performance of employees

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CHAPTER TWO – LITERATURE REVIEW

2.1 Job Satisfaction

The “job satisfaction of employees” is always an interested subject to study on people who

are working and people who are associated with organizations. It is seen that the various kind

of variables and dimensions have been tested in order to measure the level of satisfaction of

employees throughout their work life and there is a lot more to be covered on that area.

Therefore, it is important to conduct this kind of study, which is aimed at figuring out of

psychological, physical and environmental factors to identify, which factor has more impact

on the job satisfaction of employees.

Job satisfaction is the most widely investigated job attitude, as well as one of the most

extensively researched subjects in Industrial/Organizational Psychology subject area (Judge

& Church, 2000). It is clearly seen that majority of motivation theories such as Hertzberg’s

Two-Factor (Motivator-Hygiene) Theory -1968, Maslow’s (1943) Hierarchy of Needs,

Adam’s (1965) Equity Theory, Hackman and Oldham’s (1976) , have explained the major

role of job satisfaction and its influence.

It is said that as a result of this expansive research, job satisfaction has been linked to

productivity, motivation, absenteeism/tardiness, accidents, mental/physical health, and

general life satisfaction (Landy, 1978). Psychological well-being is a subjective concept that

has a closer connection with the quality of the work life.

Many researches have tried to understand mainly the relationship between the job satisfaction

and the productivity as well as the factors determine for job satisfaction. For the purpose of

the study, it was considered as an important factor to define what job satisfaction was?

Therefore, the researcher tried to collate the definitions already made by various researchers

on the subject concerned.

According to Collins English Dictionary, job satisfaction is the extent to which a person's

hopes, desires, and expectations about the employment he or she is engaged in are fulfilled. It

seems that this definition has been made from the perspective of the employee.

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The Wikipedia describes that Job satisfaction or employee satisfaction has been defined in

many different ways. It further mentions that some believe it is simply how content an

individual is with his or her job, in other words, whether or not they like the job or individual

aspects or facets of jobs, such as nature of work or supervision. Others believe it is not so

simplistic as this definition suggests and instead that multidimensional psychological

responses to one's job are involved. Researchers have also noted that job satisfaction

measures vary in the extent to which they measure feelings about the job (affective job

satisfaction) or cognitions about the job (cognitive job satisfaction).

Agho argues that overall, it was found that the degree to which employees like their job is

influenced by a combination of characteristics of the environment (opportunity), the job

(reutilization and distributive justice), and personality variables (positive affectivity and work

motivation).

Looking at the communication perspective, Townley ( 1994) argues that the employee could

be motivated through proper two way communications. She describes that although many

factors contributed to employee motivation, the Monday Morning Assembly of employees

and senior management, daily section meetings with foremen. Quality circles and briefing

groups have, in particular, been identified as prominent features in satisfying the job of the

employees.

Apart from the definitions, there are many theories and methods have been developed to

define and understand the employee job satisfaction. Among them following are the major

ones;

2.2 Theories of job satisfaction

2.2.1 Affect theory

This theory was introduced by Locke in 1976 and is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further, the theory

states that how much one values a given facet of work (e.g. the degree of autonomy in a

position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met.

When a person values a particular facet of a job, his satisfaction is more greatly impacted

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both positively (when expectations are met) and negatively (when expectations are not met),

compared to one who doesn’t value that facet.

2.2.2 Equity Theory

Equity Theory shows how a person views fairness in regard to social relationships such as

with an employer. A person identifies the amount of input (things gained) from a relationship

compared to the output (things given) to produce an input/output ratio. They then compare

this ratio to the ratio of other people in deciding whether or not they have an equitable

relationship. Equity Theory suggests that if an individual thinks there is an inequality

between two social groups or individuals, the person is likely to be distressed because the

ratio between the input and the output are not equal.

2.2.3 Two-factor theory (motivator-hygiene theory)

Two-factor theory (also known as motivator-hygiene theory) was introduced by Fredrick

Herzberg and it attempts to explain satisfaction and motivation in the workplace. This theory

states that satisfaction and dissatisfaction are driven by different factors – motivation and

hygiene factors, respectively. An employee’s motivation to work is continually related to job

satisfaction of a subordinate. Motivating factors are those aspects of the job that make people

want to perform, and provide people with satisfaction, for example achievement in work,

recognition, promotion opportunities. These motivating factors are considered to be intrinsic

to the job, or the work carried out. Hygiene factors include aspects of the working

environment such as pay, company policies, supervisory practices, and other working

conditions.

Table 2.1 - List of common factors identified by dissatisfied workers and common

factors identified by satisfied workers

Common factors identified by dissatisfied

workers

Common factors identified by satisfied

workers

Working conditions

Achievement

Supervisions Responsibility

Salary Recognition

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Job security Advancement

Status Growth

Source : Madura, 2006

Madura, (2006) elaborated that Herzberg’s study suggested that hygiene factors such as

working conditions and salary must be sufficient in order to prevent employees from being

dissatisfied towards their job. In other words, Mukherjee, (2009) and Patt, (2005) has

elaborated that hygiene factors are important as to prevent job dissatisfaction among the

employees. However, these factors might not necessarily become the contributing factors

towards job satisfaction. This means that when the workers have adequate work conditions

and ample salary, their feelings of dissatisfaction towards their job can be prevented. But,

Madura, 2006 definite that these factors will increase the level of job satisfaction among the

employees Fallon and Zgodzinski (2008) added that the hygiene factors might not have

significant impact in improving performance but if these factors are not fulfilled, the

performance of the employees will deteriorate. On the other hand, motivation factors, also

known as job content factor (Mukherjee, 2009) such as recognition and advancement can

easily contribute to a higher level of job satisfaction. According to Pattanayak (2005),

motivation factors are able to encourage the employees to the extent that they are able to

demonstrate superior effort and superior performance. Therefore, motivation factors are also

known as being able to provide true motivation. Sapru (2006) added that motivation factors

stem from human beings’ need to realize their true potential. Further it says that the absence

of these factors will not cause dissatisfaction though but positive satisfaction will not exist.

2.2.4 Dispositional approach

The dispositional approach suggests that individuals vary in their tendency to be satisfied

with their jobs, in other words, job satisfaction is to some extent an individual trait. This

approach became a notable explanation of job satisfaction in light of evidence that job

satisfaction tends to be stable over time and across careers and jobs. Research also indicates

that identical twins raised apart have similar levels of job satisfaction.

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2.2.5 Need hierarchy theory

Maslow’s hierarchy of needs (often represented as a pyramid with five levels of needs) is a

motivational theory in psychology that argues that while people aim to meet basic needs, they

seek to meet successively higher needs in the tem of a pyramid. Further, the theory explains

that, human actions are directed towards goal attainment. At any given behavior could satisfy

several functions at the same time; for an example, going to a bar could satisfy one’s needs

for self-esteem and for social interaction.

Figure 2.1 – Maslow hierarchy of needs

Source - Maslow's Hierarchy of Needs: 2014

Physiological needs - These are important needs for sustaining the human life. Food, water,

warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in

the primary list of need satisfaction. Maslow was of an opinion that until these needs were

satisfied to a degree to maintain life, no other motivating factors can work.

Security or Safety needs - These are the needs to be free of physical danger and of the fear of

losing a job, property, food or shelter. It also includes protection against any emotional harm.

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Social needs - Since people are social beings, they need to belong and be accepted by others.

People try to satisfy their need for affection, acceptance and friendship.

Esteem needs - According to Maslow, once people begin to satisfy their need to belong, they

tend to want to be held in esteem both by themselves and by others. This kind of

need produces such satisfaction as power, prestige status and self-confidence. It includes

both internal esteem factors like self-respect, autonomy and achievements and external

esteem factors such as states, recognition and attention.

Need for self-actualization - Maslow regards this as the highest need in his hierarchy. It is

the drive to become what one is capable of becoming; it includes growth, achieving

one’s potential and self- fulfillment. It is to maximize one’s potential and to

accomplish something.

As each of these needs is substantially satisfied, the next need becomes dominant. From the

standpoint of motivation, the theory would say that although no need is ever fully gratified,

substantially satisfied need no longer motivates. So if someone wants to motivate other one,

need

to understand what level of the hierarchy that person is on and focus on satisfying those needs

or needs above that level. Maslow‟ s need theory has received wide recognition, particularly

among practicing managers. This can be attributed to the theory‟ s intuitive logic and ease of

understanding.

2.3 Factors affecting job satisfaction

There are three main factors influencing on the job satisfaction namely Psychological,

Physical and Environmental. Each factor is described as follows;

2.3.1 Psychological factors

2.3.1.1 Perception of fair pay

Pay satisfaction is of primary concern to both employers and employees. For employees, pay

is of obvious importance in terms of satisfying their economic needs. It is important that they

are satisfied with their overall pay as this may impact their attitudes and behaviors.

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Whatever your job, for you to be satisfied the pay should be fair. The bigger the difference

between what you think you should earn and what you do earn, the less satisfied you’ll be.

The important point here is it’s all about perception. If you perceive that other people doing a

similar job get paid about the same as you then you’re more likely to be satisfied with your

job than if you think they’re getting more than you.

Money rewards are multi complex and multisided job satisfaction factor. Money not only

gives people an opportunity to satisfy their primary needs, but also fosters satisfaction of

higher levels needs. Employees more often perceive their salary’s levels as a reflection of that

how management estimates their contribution to the company’s activity. If employees have

an opportunity to choose themselves to some extend independently indulgences from the

whole package rendered by the company then they receive greater satisfaction from

indulgences receivables and the job in the whole.

2.3.1.2 Recognition

Harrison ( 2013) has described that employee recognition is the timely, informal or formal

acknowledgement of a person’s or team’s behavior, effort or business result that supports the

organization’s goals and values, and which has clearly been beyond normal expectations. Yes

of course that to be really effective in the job, employees need to understand the psychology

of praising others for their good work, to apply the principles of employee recognition

themselves and to encourage others to initiate it in their working relationships. And it could

be seen that appreciation is a fundamental human need. Employees respond to appreciation

expressed through recognition of their good work because it confirms their work is valued.

When employees and their work are valued, their satisfaction and productivity rises, and they

are motivated to maintain or improve their good work.

Harrison (2013) further says, praise and recognition are essential to an outstanding

workplace. People want to be respected and valued for their contribution. Everyone feels the

need to be recognized as an individual or member of a group and to feel a sense of

achievement for work well done or even for a valiant effort. Everyone wants a ‘pat on the

back’ to make them feel good.

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If you don’t recognize the accomplishment of your team, you might as well tell your staff that

you don’t care about the work they do. And if you only communicate negative outcomes but

don’t accomplishment enough, you might discourage your team from taking risks.

Employees should definitely focus on the challenges that the team is facing, but they should

also spend some time reflecting on how much has already been achieved. If the team feels

that their achievements matter, they will feel motivated to continue pursuing the company’s

goals.

2.3.1.3 Relationship with supervisors

Effective managers know their employees need recognition and praise for their efforts and

accomplishments. Employees also need to know their supervisor's door is always open for

them to discuss any concerns they have that are affecting their ability to do their jobs

effectively and impeding their satisfaction at the office.

Employees want supervisors who have a bond with them and who trust them, understand

them and show fairness. If the supervisor is abusive the worker is left with no choice but to

be dissatisfied with their job. Supervisors play such an important role in jobs that it would not

be wrong to say that employees leave their bosses, not their jobs.

Cheesman (2013) has said that, Employees list having a positive relationship with their

manager a key to high job satisfaction in almost every job satisfaction survey. Building

supportive and understanding relationships with management keeps employees more

engaged. For managers, good relationships with employees make it easier to discuss added

responsibilities or performance issues when necessary. Many supervisors dread having to

have these conversations, and being unsure how to relate to the employee adds to the stress.

Further it says that, The good news is that these relationships can be built intentionally, and

that they rely primarily on the actions of the managers who already work within the

organization. Training managers to have quality conversations and to be open and available

for their employees is the key to creating these relationships.

http://morale.me/

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2.3.1.4 Organizational support

Workers want to know their organization cares about them: that they are getting something

back for what they are putting in. This is primarily communicated through things like how

bosses treat us, the kinds of fringe benefits we get and other subtle messages. If people

perceive more organizational support, they experience higher job satisfaction.

According to Eisenberger, Huntingdon, Hutchinson and Sowa (1986), individuals tend to

“form global beliefs concerning the extent to which the organization values their

contributions and cares about their well-being.” These beliefs that are exchanges between an

employee and employing organization are called perceived organizational support and is used

to define in this study. High levels of perceived organizational support creates feelings of

obligation, to the employers as well as makes them feel they have to return the employers’

commitment by engaging in behaviors that support organizational goals. It moreover argues

that employees who perceive a high level of support from the organization are more likely to

feel an obligation to repay the organization in terms of affective commitment. And employees

who feel supported by their organization and care about the organization would engage in

activities that help to further the organization’s goals.

Effects of perceived organization support

1. More employees feel that they are supported by the organization the higher their

commitment to the organization becomes.

2. Some effects of organization support relate to job circle such as job satisfaction. Job

satisfaction means views and general positive reactions of personnel to job.

Employees' satisfaction and contentment increases with their feeling of being

supported by the company. Organizational support enhances employees' positive view

toward their job.

3. In addition to that, organizational support also effects the commitment and job

involvement. It means involvement with interests relating to job. The higher the

personnel support, the higher their commitment to their jobs.

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4. Increase of perception of organizational support of employees leads to higher

performance and tendency of employees to remain in organization and reduces work

pressures and feedback behaviors (such as the tendency to leave work and leaving

work).

2.3.1.5 Flexibility

Jackson (2014) has said that happy people create and maintain effective workplaces. It is a

simple, but powerful fact. And she moreover says that beyond budgets, schedules, timelines

and sales efforts, a happy and content staff can make any workplace dynamic. Success-

oriented workplaces recognize that employees are an organization's greatest resource.

Employees can make a critical difference in an organization's ability to not only survive, but

thrive.

Offering flexibility is a great way to show your team members that you trust them. What’s

more the gift of time is one of the most appreciated workplace perks.

Smart people work best when they can choose their own schedule. Flexible hours can

increase engagement and productivity. But keep in mind that they may decrease

collaboration.

2.3.1.6 Feedback

There’s nothing worse than not knowing whether or not you’re doing a good job. When it

comes to job satisfaction, no news is bad news. Getting negative feedback can be painful but

at least it tells you where improvements can be made. On the other hand positive feedback

can make all the difference to how satisfied people feel.

Not receiving feedback on their work can be quite discouraging for most people. Effective

feedback will help team members know where they are and how they can improve.

Employees also need to know what kind of feedback their team members respond to best.

Research shows that novices seek and respond to positive feedback, while experts respond to

negative feedback. In the case of negative feedback, it’s not enough to simply point out what

is wrong. Explain why something they did isn’t working, and how it might be corrected.

http://www.nytimes.com/2013/03/03/jobs/in-defense-of-working-mostly-from-home.html

http://blog.sandglaz.com/give-feedback-will-improve-teams-productivity/

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2.3.1.7 Complexity and variety

People generally find jobs more satisfying if they are more complex and offer more variety.

People seem to like complex (but not impossible) jobs, perhaps because it pushes them more.

Too easy and people get bored.

To be satisfied people need to be challenged a little and they need some variety in the tasks

they carry out. It sounds easy when put like that but many jobs offer neither complexity nor

variety.

2.3.2 Physical factors

2.3.2.1 Health and safety

Managing safe and healthy work environments is one of the most important environmental

challenges facing by organizations. Good health and safety bring more benefits to the

workers which contribute to productivity and higher quality.

According to Maslow’s Hierarchy, physiological needs are the first stage in job satisfaction

where as long are the work place is healthy and safe, it will create a pleasant and secure

impression in employee’s mind towards work.

Most of people want to work in an interesting and challenging job. They want a job where

they can make a difference, put something back into society and enjoy the social benefits of

work.

One of the key factors in increasing satisfaction and engagement is in the design of an

employee’s job. The way that a job is designed gives employees messages about the

behaviors they should adopt, how they should do their job and how much they are expected

to participate in decision making. If a job is made up of monotonous tasks and does not

allow employees to take control and be accountable, then they will eventually become bored

and dissatisfied. Showing employees what behaviors are expected of them, giving them a

choice of how they work and involving them in making decisions can enrich their work

life. Enriching an employee’s job so it has breadth and depth will make the job more

rewarding, less monotonous and ultimately more satisfying.

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2.3.2.2 Sanitary conveniences and washing facilities

Suitable and sufficient sanitary conveniences and washing facilities should be provided at

readily accessible places. They and the rooms containing them should be kept clean and be

adequately ventilated and lit. Washing facilities should have running hot and cold or warm

water, soap and clean towels or other means of cleaning or drying. If required by the type of

work, showers should also be provided. Men and women should have separate facilities

unless each facility is in a separate room with a lockable door and is for use by only one

person at a time.

2.3.2.3 Drinking water

An adequate supply of high-quality drinking water, with an upward drinking jet or suitable

cups, should be provided. Water should only be provided in refillable enclosed containers

where it cannot be obtained directly from a mains supply. The containers should be refilled at

least daily (unless they are chilled water dispensers where the containers are returned to the

supplier for refilling). Bottled water/water dispensing systems may still be provided as a

secondary source of drinking water. Drinking water does not have to be marked unless there

is a significant risk of people drinking non-drinking water.

2.3.2.4 Facilities for rest and to eat meals

Suitable and sufficient, readily accessible rest facilities should be provided. Seats should be

provided for workers to use during breaks. These should be in a place where personal

protective equipment need not be worn. Rest areas or rooms should be large enough and have

sufficient seats with backrests and tables for the number of workers likely to use them at any

one time, including suitable access and seating which is adequate for the number of disabled

people at work. Where workers regularly eat meals at work, suitable and sufficient facilities

should be provided for the purpose. Such facilities should also be provided where food would

otherwise be likely to be contaminated. Work areas can be counted as rest areas and as eating

facilities, provided they are adequately clean and there is a suitable surface on which to place

food. Where provided, eating facilities should include a facility for preparing or obtaining a

hot drink. Where hot food cannot be obtained in or reasonably near to the workplace, workers

may need to be provided with a means for heating their own food (ex. microwave oven).

Canteens or restaurants may be used as rest facilities provided there is no obligation to

purchase food. Suitable rest facilities should be provided for pregnant women and nursing

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mothers. They should be near to sanitary facilities and, where necessary, include the facility

to lie down.

2.3.2.5 Accommodation for clothing and facilities for changing

Adequate, suitable and secure space should be provided to store workers’ own clothing and

special clothing. As far as is reasonably practicable the facilities should allow for drying

clothing. Changing facilities should also be provided for workers who change into special

work clothing. The facilities should be readily accessible from workrooms and washing and

eating facilities, and should ensure the privacy of the user, be of sufficient capacity, and be

provided with seating.

2.3.3 Environmental factors

Important factors in the work environment that should be considered include building design

and age, workplace layout, workstation set-up, furniture and equipment design and quality,

space, temperature, ventilation, lighting, noise, vibration, radiation, air quality.

2.3.3.1 Ventilation

Health and Safety Executive (2011) has described that workplaces need to be adequately

ventilated. Fresh, clean air should be drawn from a source outside the workplace,

uncontaminated by discharges from flues, chimneys or other process outlets, and be

circulated through the workrooms. Ventilation should also remove and dilute warm, humid

air and provide air movement which gives a sense of freshness without causing a draught. If

the workplace contains process or heating equipment or other sources of dust, fumes or

vapors, more fresh air will be needed to provide adequate ventilation. Windows or other

openings may provide sufficient ventilation but, where necessary, mechanical ventilation

systems should be provided and regularly maintained.

2.3.3.2 Lighting

Health and Safety Executive (2011) has elaborated that lighting should be sufficient to enable

people to work and move about safely. If necessary, local lighting should be provided at

individual workstations and at places of particular risk such as crossing points on traffic

routes. Lighting and light fittings should not create any hazard. Automatic emergency

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lighting, powered by an independent source, should be provided where sudden loss of light

would create a risk.

2.3.3.3 Cleanliness and waste materials

Every workplace and the furniture, furnishings and fittings should be kept clean and it should

be possible to keep the surfaces of floors, walls and ceilings clean. Cleaning and the removal

of waste should be carried out as necessary by an effective method. Waste should be stored in

suitable receptacles.

2.3.3.4 Room dimensions and space

Health and Safety Executive (2011) has said that workrooms should have enough free space

to allow people to move about with ease. The volume of the room when empty, divided by

the number of people normally working in it, should be at least 11 cubic meters. All or part of

a room over 3.0 m high should be counted as 3.0 m high. 11 cubic meters per person is a

minimum and may be insufficient depending on the layout, contents and the nature of the

work.

2.3.3.5 Workstations and seating

Health and Safety Executive (2011) has said that workstations should be suitable for the

people using them and for the work they do. People should be able to leave workstations

swiftly in an emergency. If work can or must be done sitting, seats which are suitable for the

people using them and for the work they do should be provided. Seating should give adequate

support for the lower back, and footrests should be provided for workers who cannot place

their feet flat on the floor.

2.3.3.6 Maintenance

Health and Safety Executive (2011) has described that the workplace, and certain equipment,

devices and systems should be maintained in efficient working order (efficient for health,

safety and welfare). Such maintenance is required for mechanical ventilation systems;

equipment and devices which would cause a risk to health, safety or welfare if a fault

occurred; and equipment and devices intended to prevent or reduce hazard. The condition of

the buildings needs to be monitored to ensure that they have appropriate stability and solidity

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for their use. This includes risks from the normal running of the work process (ex. vibration,

floor loadings) and foreseeable risks (ex. fire in a cylinder store).

2.3.3.7 Windows and doors

Health and Safety Executive (2011) has further said that, openable windows, skylights and

ventilators should be capable of being opened, closed or adjusted safely and, when open,

should not pose any undue risk to anyone. Windows and skylights should be designed so that

they may be cleaned safely. When considering if they can be cleaned safely, account may be

taken of equipment used in conjunction with the window or skylight or of devices fitted to the

building.

Thus, looking at the literature, it is explicitly understood that researchers have tried to analyze

the job satisfaction of the employee from a different perspectives. The above literature

provide adequate evidences on how job satisfaction of the employee is important to an

organization for its productivity and finally to achieve its organizational goals in most

efficient and effective manner.

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CHAPTER THREE – CONCEPTULIZATION,

METHODOLOGY AND OPERATIONALIZATION

3.1 Introduction

This chapter mainly describes the conceptualization of the research study on the basis of

identified variables from the literature review. The main focus of this chapter is to develop

and present a conceptual framework on impact of factors such psychological, physical and

environmental on job satisfaction of employees. It will also explain the working definitions of

variables and operationalization which have linked to the conceptual framework.

3.2 Conceptual framework

Based on the literature findings and the theoretical explanations on impact of factors such as

psychological, physical and environmental on job satisfaction of employees, the following

model (Table 01) was developed.

Table 3.1 - Conceptual framework

Independent variables Dependent Variable

1. Psychological factors

Perception of fair pay

Recognition

Relationship with supervisor

Organizational support

Flexibility

Feedback

Complexity and variety

2. Physical factors

Health and safety

Sanitary conveniences and washing

facilities

Drinking water

Facility for rest and to meal

Accommodation for clothing and

facilities for changing

3. Environmental factors

Ventilation

Lighting

Cleanliness and waste

Room dimensions and space

Workstation

Maintenance

Windows and doors

Job satisfaction

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3.3 Working definitions for variables

Since the following factors have been described under the literature review in deep, here the

researcher has introduced working definitions for following factors in order to make it easy to

work with the operational frame work.

3.3.1 Perception of fair pay

The pay is comparable to other organization salaries and benefits will help raise satisfaction

and it should impact on employee’s attitudes and behaviors.

3.3.2 Recognition

The employee should be responded to appreciation express through recognition of their good

work.

3.3.3 Relationship with supervisor

The supervisor should trust and understand the employee and he/she should support their

work as well as for their non-related job activities. And always there should have a mutual

understating between employee and the supervisor to employee to discuss any concern that

they have with the supervisor.

3.3.4 Organizational support

The boss should treat employee well and employee should get organizational support for their

work.

3.3.5 Flexibility

There should have a good environment where employee can be made happy to perform their

duties with their team members. This would also make them flexible enough to do their work

effectively.

3.3.6 Feedback

Employee should get feedbacks for their work.

21

3.3.7 Complexity and variety

The company should maintain an environment where the employee is allowed to undertake

challenges in carrying out new tasks.

3.3.8 Health and safety

The working environment should have safety and it should create a pleasant and secure

impress in employee’s mind towards works.

3.3.9 Sanitary conveniences and washing facilities

Employees should be provided suitable and sufficient sanitary and sufficient conveniences

and washing facilities.

3.3.10 Drinking water

Employees should be provided high quality drinking water with suitable cups.

3.3.11 Facility for rest and to meal

Employees should be provided with suitable and sufficient readily accessible rest facilities

and also they should be provided with adequately clean and suitable surface on which to

place food.

3.3.12 Accommodation for clothing and facilities for changing

Employees should be provided with suitable, secure and adequate space to clothing.

3.3.13 Ventilation

Employees should be adequately ventilated.

3.3.14 Lighting

Employees should get adequate lighting facilities.

3.3.15 Cleanliness and waste

Employees should be provided enough free space to allow them to move about space.

22

3.3.16 Workstation

Employees should be provided with suitable workstation for the work they do.

3.3.17 Maintenance

Company equipment, devices and systems should be maintained properly.

3.3.18 Windows and doors

Windows and doors should be capable of being opened, closed or adjusted safely.

3.4 Hypothesis

Easton and McColl, (2009) has described that hypothesis testing or significance testing is a

method for testing a claim or hypothesis about a parameter in a population, using data

measured in a sample. In this method, it is tested some hypothesis by determining the

likelihood that a sample statistic could have been selected. Following hypothesis are

developed based on the existing literature relating to this study. In this study, null and

alternative hypothesis techniques have been used. Accordingly, three hypotheses as follows

have developed based on the past literature explained in the chapter two.

Hypothesis 1 –

H0 - There is no significant relationship with psychological factor and job satisfaction of

employees.

H1 – There is a significant relationship with psychological factor and job satisfaction of

employees.

Hypothesis 2 –

H0 - There is no significant relationship with physical factor and job satisfaction of

employees.

H1 - There is a significant relationship with physical factor and job satisfaction of employees.

23

Hypothesis 3 –

H0 - There is no significant relationship with environmental factor and job satisfaction of

employees.

H1 - There is a significant relationship with environmental factor and job satisfaction of

employees.

3.5 Methodology

The researcher utilized a number of methods for generating both primary and secondary data

and information for the research. The secondary data was collected through the literature

survey while primary data was collected through methods such as a survey and group

discussions. Since the time frame and the resources available were limited, the researcher

confined only to those methods to generate data. A brief explanation to the methods applied

for collection primary data is given below.

3.5.1 Population, sample and probabilistic sampling technique/s

It was planned to conduct the study in Hirdaramani industries (pvt) Ltd. and the particulars of

the population, sample etc. are given below.

3.5.2 Population

There are 2000 employees both in the executive and non- executive categories of the

Hirdaramani – at Kahathuduwa Plant.

3.5.3 Sample

In order to obtain a reasonable sample to represent the total population, it was planned to

select 5% of the total population i.e. 100 employees for the sample for the study purpose.

When selecting the sample, both the Stratified and Random Sampling methods were used to

ensure both the categories are adequately represented in the sample. Again, to make sure that

all the strata are included in the composition of the sample, the main category non-

managerial employees of the 5% sample sub-categorized into groups such as, machine

24

operators, cutters, pattern makers, fabric inspectors , quality checkers and finally the front

floor workers.

3.5.4 Methods for data collection

In order to collect data, the researcher used primary and secondary sources. The secondary

data was collected mainly in the literature review through utilizing already completed

researches on the subject, different publications, magazines, news articles, books, journals,

websites etc. For the primary data, the researcher used i.e. (3.5.6) research method using a

questionnaire. The entire sample was researched in order to generate qualitative as well

quantitative data to test the hypotheses and thereby to achieve the set objectives of the study.

In administering the questionnaire with 100 employees, the researcher utilized a research

assistant trained by the researcher while all the focus group discussions were conducted

personally by the researcher. The questionnaire was developed using both close as well as

open ended questions to generate data effectively.

3.5.5 Methods of data analysis

Correlation technique was applied in order to measure the relationship between dependent

variable and independent variables. And also, since this research focuses more into find an

impact rate on independent variables toward the dependent variable, data were analyzed in-

order to measure, which factor has more impact on job satisfaction of employees at

Hirdaramani company.

3.5.6 Survey

The survey sample was 100 and it was selected using both random and stratified sampling

methods. A questionnaire consisted of thirty five questions, which is attached as annex 01

was to be administered with 100 persons who are falling in to non- managerial level of

Hirdaramani industries (pvt) ltd. However, Out of 100, only 92 persons have responded and

the results of the survey are tabulated and utilized for the analysis.

3.5.7 Secondary data

The secondary data was collected mainly in the literature review through utilizing already

completed researchers on this particular subject area. Different publications, magazines, news

articles, books, journals and relevant websites were also referenced.

25

3.5. 8 Data Presentation

The findings of demography data are presented in fourth chapter on tabulation, graphs and

drawings with the tools available in Excel 2010.

3.5.9 Analysis

According to the gathered data, it was analyzed by using MINITAB 14 in order to use

quantitative analysis function.

26

3.5.10 Method of hypothesis testing

Hypotheses are tested by using several statistical techniques such as correlation analysis and

regression analysis.

3.6 Operational framework

Table 3.2 – Operational framework

Variable Dimensions Indicators Measurements

(Question

number)

Demographic

Variables

- Gender Part I Q. 01

- Age Part I Q. 02

- Civil status Part I Q. 03

- Educational qualifications Part I Q. 04

- Number of years served in

the company

Part I Q. 05

Dependent

variable

Job satisfaction

1. Psychological

factors

2. Physical factors

3. Environmental

factors

Level of satisfaction

Part II Q. 06

Part II Q. 07

Part II Q. 08

27

Independent

variables

Psychological

factor

Perception of fair pay overall pay and the impact of

attitudes and behaviors of

employees

Part II Q. 09

Recognition recognition for good work Part II Q. 10

Relationship with

supervisor

1. The trust and the

understand between

employee and

supervisor

2. Support for non-

related job activities

3. Ability to discuss any

concern that

employee have.

Part II Q. 11

Part II Q. 12

Part II Q. 13

Organizational support 1. Treat the employee

2. Employee is getting

more organizational

support.

Part II Q. 14

Flexibility 1. Are you happy with

your team members?

2. Are you flexible

enough to do your

work?

Part II Q. 15

Feedback Feedbacks for employee’s

work

Part II Q. 16

Complexity and variety Allowing to undertake

challenges in carrying out

new tasks

Part II Q. 17

28

Physical factor

Health and safety 1. Health and safety

2. A pleasant and secure

impress in

employee’s mind

towards works

Part II Q. 18

Part II Q. 19

Sanitary conveniences

and washing facilities

Providing suitable and

sufficient sanitary and

sufficient conveniences and

washing facilities

Part II Q. 20

Drinking water

1. Providing high

quality drinking

water with suitable

cups

2. providing hot water

Part II Q. 21

Part II Q. 22

Facility for rest and to eat

meals

1. Providing

suitable and

sufficient readily

accessible rest

facilities

2. Providing seats to

use during breaks

3. Providing

adequately clean

and suitable

surface on which

to place food

4. Obligating to

Part II Q. 23

Part II Q. 24

Part II Q. 25

Part II Q. 26

29

purchase food in

the rest time

5. providing suitable

rest facilities and

foods for

pregnant mothers

Part II Q. 27

Accommodation for

clothing and facilities for

changing

Providing suitable, secure

and adequate space to

clothing

Part II Q. 28

Environmental

factor

Ventilation Employee is adequately

ventilated

Part II Q. 29

Lighting Employee is getting

adequate lighting facilities

Part II Q. 30

Cleanliness and waste Working area and furniture

is clean

Part II Q. 31

Room dimensions and

space

Providing enough free space

to allow employee to move

about with ease

Part II Q. 32

Workstation Providing suitable

workstation for the work

employees do

Part II Q. 33

Maintenance Equipment, devices and

systems are maintained

Part II Q. 34

Windows and doors Windows and doors are

capable of being opened,

closed or adjusted safely.

Part II Q. 35

30

3.7 Limitations of the study

Even though it was expected to administer the questionnaire with 100 employees selected for

the sample, only 92 responded. Since the employees were assigned to achieve targets in their

jobs, allocating some time for responding to the questionnaire was quite difficult for them.

However, with the rapport developed with them and after convincing the employees of how

important it was to fulfill the researcher’s educational purpose, the employees supported to

complete the questionnaire. The researcher being a student who was studying both PQHRM

and an undergraduate of the degree course of Fashion Designing and Product Development of

the Faculty of Engineering in the University of the Moratuwa, had a problem of devoting

adequate time to engage in the study.

31

CHAPTER FOUR – DATA ANALYSIS

4.1 Introduction

This chapter discusses and analyzes the data generated through the questionnaire. Data was

analyzed in identifying the relationship and affection rate of psychological, physical and

environmental factors on Job Satisfaction of non-managerial employees of Hirdaramani

industries (pvt) ltd. The data was generated mainly through two ways namely, (a) all

demographic factors, which were analyzed through use of percentages of gender, age, civil

status, educational level and number of years served in the company and it is given in the sub

section of 4.2. (b) The descriptive data analysis according to the employees’ responses

towards the factors namely, psychological, physical and environmental which is given under

the sub section of 4.3 in this report. And each of the above factors was divided into sub

factors, for which a question was made in the questionnaire. The major and the sub factors

are given below.

Psychological factor – Pay, recognition, relationship with supervisor,

organizational Support, flexibility, feedback and complexity and variety.

Physical factor - Health and safety, sanitary conveniences and washing

facilities, drinking water, facility for rest and to meals and accommodation for

clothing and facilities for changing.

Environmental -Ventilation, lighting, cleanliness and waste, room

dimensions and space, workstation, maintenance, windows and doors.

32

39%

61%

Gender

Male

Female

4.2 Presentation and analysis of demographic variables.

4.2.1 Composition of sample according to gender

Table 4.1 – Gender distribution

Gender Employees %

Male 36 39%

Female 56 61%

Total 92 100%

Source: Survey data, 2015

Figure 4.1 - Gender distribution


According to the survey, out of the sample (92), 36 employees were male, and they

represented 39% of the sample. The rest of 56 were female and they represented 61% of the

sample. According to the responses it is shown that female population is the domination

fraction of the sample.

33

9%

59%

31%

1%

Age

More than 16 less than 20

Between 21-30

Between 31-40

More than 41

4.2.2 Composition of sample according to age

Table 4.2 – Age distribution


Figure 4.2 – Age distribution


According to the survey 8 respondents (9%) fall into the age category of more than sixteen

and less than twenty years. And 54 (59%) respondents represented the category between 21-

30 years of age. Accordingly, it was seen that 28 respondents (31%) are falling in to the

category between 31-40. And only 2 respondents (1%) have fallen into the category of more

than 41 years.

Age Employees %

More than 16 less than 20 8 9%

Between 21-30 54 59%

Between 31-40 28 31%

More than 41 2 1%

Total 92 100%

34

49% 51%

Civil status

Married

Unmarried

4.2.3 Composition of sample according to civil status

Table 4.3 - Civil status

Civil status Employees %

Married 45 49%

Unmarried 47 51%

Total 92 100%


Figure 4.3 – Civil status


In fact, 45 employees (49%) have responded that they are married while 47 employees (51%)

have responded that they are not married.

35

0%

2%

46% 47%

5%

Educational level

Up to year 8

Up to year 10

G.C.E O/L

G.C.E A/L

Degree

4.2.4 Composition of sample according to educational level

Table 4.4 – Educational level

Educational level Employees %

Up to year 8 0 0%

Up to year 10 2 2%

G.C.E O/L 42 46%

G.C.E A/L 43 47%

Degree 5 5%

Total 92 100%


Figure 4.5 – Educational level


Responding to the question of their educational level; majority or 43 employees (46%) have

studied up to A/L. Likewise, the rest 49 employees have responded in following manner. 42

employees (46%) have studied up to O/L, 2 employees (2%) have studied up to year 10 and

only 5 employees (5%) have studied up to degree level. It is significant that no respondent

has stopped their education level from year 8.

36

17%

42%

22%

19%

Number of years served in the company

Below 1 year

Between 1-3

Between 4-7

More than 7 years

4.2.5 Composition of sample according to number of years served in the

company

Table 4.5 – Number of years served in the company

Number of years served in

the company

Employees %

Below 1 year 16 17%

Between 1 -3 39 42%

Between 4-7 20 22%

More than 7 years 17 19%

Total 92 100%


Figure 4.5 - Number of years served in the company


Further, 16 employees ( 17%) have described that, they have served less than 1 year in the

company. 39 employees ( 42%) have responded that they have served between 1-3 years in

the company. However 20 employees (22%) have described that they have served between 4-

7 years in the company. When compared with the rest of the factors 17 employees (19%)

have responded that they have served more than 7 years in the company.

37

4.3 Descriptive analysis

This section is for analyzing the data in order to test the hypotheses set out in the chapter

three. For that purpose, various statistical analyses were carried out in order to accept or

reject the null hypotheses and to elaborate further the data in order to explain the nature and

the relationship of variables of study. Independent and dependent variables are measured

based on the responses given to questionnaire, which was based on 5 point Likert scale and

scales are weighted as follows.

4.4Mean of the variables

Table 4.6 - mean of the variables

Variables Mean

Job satisfaction 2.14130

Psychological factor 2.85248

Physical factor 5.19565

Environmental factor 2.12733


According to the above table, mean responses given by the respondents in physical factor is

5.19565, which is falling into high level of job satisfaction. Based on that result, it can be

explained that there is positive job satisfaction of non-managerial employees. i.e., employees

are physically satisfied with their job. Mean responses given by the respondents for the

psychological and environmental factors are respectively, 2.85248 and 2.12733, which is

lower than that of the physical factor value. Based on that result, it can be explained that there

is a moderate job satisfaction level compared to that of physical factor.

Standard Value Weight

Strongly Agree 5

Agree 4

Moderate 3

Disagree 2

Strongly Disagree 1

38

4.5 Correlation analysis

Ratner, (2001) has described that the correlation coefficient, denoted by r, is a measure of the

strength of the straight-line or linear relationship between two variables. The correlation

coefficient takes on values ranging between +1 and -1.

Therefore, in this study, correlation analysis has been used to investigate the relationship

between independent variables and dependent variable to test stated hypothesis in the study.

Table 4.7- The summary of correlations between Job satisfaction of non-managerial

employees (JS) and independent variables

Psychological factor Physical factor Environmental factor

Correlations: Phycology,

Pay

Pearson correlation of

Phycology and Pay =

0.600

P-Value = 0.000

Correlations: Physical,

Health and safety


Physical and Health

and safety = 0.239

P-Value = 0.022

Correlations:

Environmental, Ventilation


Environmental and

Ventilation = 0.594

P-Value = 0.000


Recognition


Phycology and

Recognition = 0.532

P-Value = 0.000


Sanitary conveniences and

washing facilities


Physical and Sanitary

conveniences and

washing facilities =

0.247

P-Value = 0.018

Correlations:

Environmental, Ventilation


Environmental and

Ventilation = 0.594

P-Value = 0.000


Relationship with

supervisor


Phycology and


Drinking water


Physical and

Correlations:

Environmental, Lighting


Environmental and

39

Relationship with

supervisor = 0.457

P-Value = 0.000

Drinking water =

0.249

P-Value = 0.016


Facilities for rest and to

meal


Physical and

Facilities for rest and

to meal = 0.277

P-Value = 0.008

Lighting = 0.469

P-Value = 0.000

Correlations:

Environmental, Cleanliness

and waste


Environmental and

Cleanliness and waste

= 0.524

P-Value = 0.000


Organizational support


Phycology and

Organizational

support = 0.450

P-Value = 0.000


Accommodation for

clothing and facilities for

changing


Physical and

Accommodation for

clothing facilities for

changing and = 0.304

P-Value = 0.003

Correlations:

Environmental, Room

dimensions and space


Environmental and

Room dimensions

and space = 0.709

P-Value = 0.000


Flexibility


Phycology and

Flexibility = 0.520

Correlations:

Environmental,

Workstation


Environmental and

Workstation = 0.544

40

P-Value = 0.000

P-Value = 0.000


Feedback


Phycology and

Feedback = 0.343

P-Value = 0.001

Correlations:

Environmental,

Maintenance


Environmental and

Maintenance = 0.461

P-Value = 0.000


Complexity and variety


Phycology and

Complexity and

variety = 0.498

P-Value = 0.000

Correlations:

Environmental, Windows

and doors


Environmental and

Windows and doors =

0.477

P-Value = 0.000


41

4.5.1 Descriptive analysis of correlations between Job satisfaction of non-

managerial employees (JS) and independent variables

Table 4.8 – Correlation between Job satisfaction and psychological factor


The correlation coefficient value is 0.740 and it is significant at the 0.000 level. It implies that

there is a significant positive relationship, which non-managerial employees of Hirdaramani

industries (pvt) Ltd. are psychologically satisfied with their job.

Table 4.9 - Correlation between Job satisfaction and physical factor

Pearson Correlation P-Value

0.556 0.000




industries (pvt)ltd. are physically satisfied with their job.

Table 4.10 - Correlation between Job satisfaction and environmental factor


0.568 0.000



there is a significant positive relationship which non-managerial employees of Hirdaramani

industries (pvt)ltd. are environmentally satisfied with their job.


0.740 0.000

42

Table 4.11 - Correlation between psychological factor and pay


0.600 0.000




industries (pvt)ltd. are satisfied with the pay that they receive.

Table 4.12 - Correlation between psychological factor and recognition


0.532 0.000




industries (pvt)ltd. accept that they are rewarded for their good performances.

Table 4.13 - Correlation between psychological factor and relationship with supervisor


0.457 0.000




industries (pvt)ltd. have a good attitude on their supervisors.

43

Table 4.14 - Correlation between psychological factor and organizational support


0.450 0.000




industries (Pvt)Ltd. accept that they are getting organizational support for their work.

Table 4.15 - Correlation between psychological factor and flexibility


0.520 0.000




industries (pvt) Ltd. satisfy that they are flexible enough to do their work.

Table 4.16 - Correlation between psychological factor and feedback


0.343 0.001




industries (pvt) Ltd. accept that they are getting feedback of their work.

44

Table 4.17 - Correlation between psychological factor and complexity and variety


0.498 0.000




industries (pvt) Ltd. are allowed to undertake in carrying out new tasks.

Table 4.18 - Correlation between physical factor and health and safety


0.239 0.022




industries (pvt) Ltd. are satisfied with the health and safety system that the company

provides.

Table 4.19 - Correlation between physical factor and sanitary conveniences and washing

facilities


0.247 0.018




industries (pvt) Ltd. are satisfied with the sanitary conveniences and washing facilities in the

company.

45

Table 4.20 - Correlation between physical factor and drinking water


0.249 0.016




industries (pvt) Ltd. are provided high quality drinking water with suitable cups and they are

provided with hot water.

Table 4.21 - Correlation between physical factor and facilities for rest and to meal


0.277 0.008




industries (pvt) Ltd. are provided suitable and sufficient readily accessible rest room facilities

and they are provided with seats during the break

Table 4.22 - Correlation between physical factor and accommodation for clothing and

facilities for changing


0.304 0.003




industries (pvt) Ltd. are provided suitable, secure and adequate space for clothing.

46

Table 4.23 - Correlation between environmental factor and ventilation


0.594 0.000




industries (pvt) Ltd. are adequately ventilated.

Table 4.24 - Correlation between environmental factor and lighting


0.469 0.000




industries (pvt) Ltd. are getting adequate lighting facilities.

Table 4.25 - Correlation between environmental factor and cleanliness and waste


0.524 0.000




industries (pvt) Ltd. accept that their working area is clean.

47

Table 4.26 - Correlation between environmental factor and room dimension and space


0.709 0.000




industries (pvt) Ltd. are provided with enough free space to allow them to move about with

ease.

Table 4.27 - Correlation between environmental factor and workstation


0.544 0.000




industries (pvt) Ltd. are provided with suitable workstation for the work they do.

Table 4.28 - Correlation between environmental factor and maintenance


0.461 0.000



there is a significant positive relationship, which the certain equipment, devices and systems

of the company are maintained properly.

48

Table 4.29 - Correlation between environmental factor and windows and doors


0.461 0.000



there is a significant positive relationship, which windows and doors are capable of being

opened, closed or adjusted safely.

4.6 Hypothesis Testing

Table 4.30 - Hypothesis Testing

Hypothesis Values Whether supported/

Not

Result

Hypothesis 1 -

H0 - There is no

significant

relationship

with

psychological

factor and job

satisfaction of

employees.

H1 – There is a

significant

relationship with

psychological factor

and job satisfaction

of employees.

Pearson correlation =

0.740

P-Value = 0.000

Not supported

Supported

Rejected

Accepted

49

Hypothesis 2 –

H0 - There is no

significant

relationship with

physical factor and

job satisfaction of

employees.

H1 - There is a

significant

relationship with

physical factor and

job satisfaction of

employees.

Hypothesis 3 –

H0 - There is no

significant

relationship with

environmental factor

and job satisfaction

of employees.

H1 - There is a

significant

relationship

with

environmenta

l factor and

job

satisfaction of

employees.

Pearson correlation =

0.556

P – Value = 0.000

Pearson correlation=

0.568

P- Value = 0.000

Not supported

Supported

Not supported

Supported

Rejected

Accepted

Rejected

Accepted


50

Figure 4.6 – Relationship between job satisfaction and psychological factors

98765432

4.0

3.5

3.0

2.5

2.0

1.5

1.0

0.5

PHYSICA

JS

Scatterplot of JS vs PHYSICA


According to the above figure, Pearson correlation coefficient (r) between Job satisfaction

and psychological factors indicate a moderate positive relationship at a significant level

where p value equals to 0.000 in which it says that the null hypothesis could be rejected

because of P value being lesser than 0.005, alternative hypothesis that there is a significant

impact for the psychological factors on job satisfaction of Hirdaramani industries (pvt) Ltd

company could be accepted, because there is more than 95% probability of alternative

hypothesis to be true.

51

Figure 4.7 – Relationship between job satisfaction and physical factors

54321

4.0

3.5

3.0

2.5

2.0

1.5

1.0

0.5

PHYSCO

JS

Scatterplot of JS vs PHYSCO



and physical factors indicate a less but positive relationship at a significant level where p

value equals to 0.000 in which it says that the null hypothesis could be rejected because of P

value being lesser than 0.005, alternative hypothesis that there is a significant impact for the

physical factors on job satisfaction of Hirdaramani industries (pvt) Ltd company could be

accepted, because there is more than 95% probability of alternative hypothesis to be true.

52

Figure 4.8 – Relationship between job satisfaction and environmental factors

4.54.03.53.02.52.01.51.0

4.0

3.5

3.0

2.5

2.0

1.5

1.0

0.5

ENVIRONM

JS

Scatterplot of JS vs ENVIRONM



and environmental factors indicate a moderate positive relationship at a significant level

where p value equals to 0.000 in which it says that the null hypothesis could be rejected

because of P value being lesser than 0.005, alternative hypothesis that there is a significant

impact for the environmental factors on job satisfaction of Hirdaramani industries (pvt) Ltd

company could be accepted, because there is more than 95% probability of alternative

hypothesis to be true.

53

CHAPTER FIVE – CONCLUSION AND RECOMMENDATION

5.1 Introduction

This chapter discusses the summary of the whole study and conclusion of the research based on

the findings, which were discussed in the previous chapter. In addition to that this chapter

discusses the recommendations of the study and suggestions for future research areas.

5.2 Conclusion

It is the opinion of the researcher that the task of testing the hypothesis developed and objectives

set up for the study were successfully completed through this study. The Correlation Analysis

applied in the study has revealed very important factors and evidence to achieve the general as

well as the specific objectives of the study. The analysis helped the researcher to identify major

four findings scientifically, which also can be linked to each of the objective of the study.

Accordingly, the four findings are given in the form of conclusions below to prove the validity of

the study.

When applied the correlation analysis to test the specific objective of how far the psychological,

physical and environmental factors impact on job satisfaction, the researcher, based on the

analysis can come to the following conclusions.

(a) According to the psychological factor analysis, correlation coefficient marked a

0.740. This value is positive and it is also really high. Therefore, it can be mentioned

that there is a highly positive relationship

between psychological factors and job satisfaction.

(b) In physical factor analysis, correlation coefficient marked a 0.556. This value is

positive and it is significant high. Therefore, it can be said that there is a moderate

positive relationship between physical factors and job satisfaction and

54

(C) In environmental factor analysis, correlation coefficient marked a 0.568.

This value is positive and it is significant high. Therefore, it can be said that there is a

moderate positive relationship between environment factors and job satisfaction.

Thus it is explicit that the three factors impact on the employee job satisfaction of the

company in both positive and moderate ways.

Even though each three independent variables namely psychological, physical and

environmental indicate a positive relationship at a significant level where p value equals to

0.000 in which it says that the null hypothesis could be rejected because of P value being

lesser than 0.005, the correlation between psychological factor and the job satisfaction is

much higher than other two variables namely relationship with physical factor and

relationship with environmental factor.

The general objective of the study was to identify the most effective factor out of the three

factors: physical, psychological and environmental, which impact on the job satisfaction of

the employees. The study carried out with the employees of the Hirdaramani industries (Pvt)

Ltd., Kahathuduwa and the analysis done with the generated data very strongly justify the

psychological factor is the most effective factor which impact on the job satisfaction of the

employees of the company concerned.

5.4 Recommendations

Job satisfaction is more important to high productivity, motivation and low employee

turnover. It can be seen that employers face the challenges of finding ways to increase job

satisfaction of their employees so their businesses stay competitive. No one can deny the

importance of job satisfaction in employee’s lives. The fact that they spend a huge amount of

their working hours at work means job satisfaction will also play a huge role in their lives.

Employee satisfaction, also referred to as company or staff morale, is an employee’s overall

attitude in regards to his or her place of employment. It is widely accepted that in order to

promote a happier work environment and a high retention rate, managers must carefully

consider the determinants of job satisfaction to adjust work environments and planning

55

accordingly. At the same time, managers should know that a raise or benefits will probably

improve employee contentment, at least temporarily, but small, inexpensive changes can have

a long-term impact.

The findings of this study indicate that psychological, physical, and environmental factors

affect to the job satisfaction of non-managerial level employees of Hirdaramani industries

(Pvt) Ltd. – Kahathuduwa. It was proven that those factors are strongly and moderately affect

to their job satisfaction. Because, according to the each factor value of correlation coefficient

is positive. However, based on the study findings in order to improve the job satisfaction of

the employees of Hirdaramani industries the following recommendations are made;

Management should involve employees for organization activities. It is the human

beings nature that they expect too much from others. People are more committed and

engaged when there is a process for them to contribute their ideas and opportunity to

implement employee suggestions. This gives them a sense of ownership and pride in

their work. And it makes them psychologically satisfied.

Pay attention to introduce a performance based pay system. It would make them more

encourage to perform their job efficiently and effectively.

Training programs should be conducted for both personal developments and as well

as for technical development.

Management should identify and recognize personal talents and encourage them to

grow in the organization.

Organization can motivate individuals through proper counseling and guidance. And

it is the researcher’s opinion that the company should introduce a counseling system

within the company which would eventually create a better environment to increase

job satisfaction which lead to the productivity

Employees are interested in having friendly environment. Therefore management

must get more acquainted with this employees and make employees see them as a

leader, not as a boss.

Since employees are interested in having good cooperation with colleagues,

management should make sure to have a working environment where good

cooperation and mutual respect are existed.

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Nonviolent communication would contribute to enhance both job satisfaction and

productivity

Improve quality of canteens.

Provide at least one more medical center for employees.

Reduce the volume of sounds in the sample room area in order for the pattern makers

to do their job without disturbances.

57

References

1. Cheesman, J. (2013). A Good Relationship With A Supervisor Bolsters Job Satisfaction.

Retrieved from http://employeesatisfaction.quora.com/A-Good-Relationship-With-A-Supervisor-

Bolsters-Job-Satisfaction

2. Easton,V,J.; McColl, J, H. ( 2009). Hypothesis Testing. Retrieved from

http://www.stats.gla.ac.uk/steps/glossary/hypothesis_testing.html

3. Eisenberger, S.; Huntingdon, R.; Hutchinson, S.; Sowa, D. (1986). Perceived

organizational support. Journal of Applied Psychology, 71:500-507.

doi:10.1037/0021-9010.71.3.500

4. Fallon,L.F.,and Zgodzinski,E.J.(2008).Essentials of Public Health Management

.Sudbury, MA.USA: Jones and Bartlett Publishers.

5. Harrison, K. (2013). Why employee recognition is so important. Retrieved from

http://www.cuttingedgepr.com/articles/emprecog_so_important.asp

6. Health and Safety Executive. (2011). Workplace health, safety and welfare. Retrieved

from http://www.hse.gov.uk/pubns/indg244.pdf

7. Jackson, B. ( 2014). Workplace flexibility a key to happy employees. Retrieved from

http://www.azcentral.com/story/news/local/chandler/2014/09/13/workplace-

flexibility-key-happy-employees/15526795/

8. Madura, J.(2006).Introduction to business. United States: South-Western College Pub.

9. Mukherjee, K.(2009).Principles of management and observational behaviour. India:

Tata McGraw-Hill

10. Pattanayak,B.(2005).Human Resource Management. India: Prentice Hall India.

11. Sapru ,R.K.(2006).Administrative Theories and Management Thought. Chandigarh,

India: Phi Learning Pvt Ltd.

12. Scholl, R, W. (2003). Determinants of job satisfaction. Retrieved from

http://www.uri.edu/research/lrc/scholl/webnotes/Satisfaction.htm

http://employeesatisfaction.quora.com/A-Good-Relationship-With-A-Supervisor-Bolsters-Job-Satisfaction

http://employeesatisfaction.quora.com/A-Good-Relationship-With-A-Supervisor-Bolsters-Job-Satisfaction

http://www.stats.gla.ac.uk/steps/glossary/hypothesis_testing.html

http://www.cuttingedgepr.com/articles/emprecog_so_important.asp

http://www.hse.gov.uk/pubns/indg244.pdf

http://www.azcentral.com/story/news/local/chandler/2014/09/13/workplace-flexibility-key-happy-employees/15526795/

http://www.azcentral.com/story/news/local/chandler/2014/09/13/workplace-flexibility-key-happy-employees/15526795/

http://www.uri.edu/research/lrc/scholl/webnotes/Satisfaction.htm

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Annex 01

Questionnaire for job satisfaction

Dear sis, madam

With reference to the requirements of degree program of IPM, Professional Qualification in

Human Resource Management, I wish to collect data from you on the topic of job satisfaction

of non-managerial employees of Hirdaramani industries (Pvt) Ltd. So I would like to keep

privacy of the information and data that you provided to me. I assure this information is used

only for academic purpose.

Part 1 Department

…..........................................

1. Gender

Male ( )

Female ( )

2. Age

More than 16 less than 20 ( )

Between 21-30 ( )

Between 31-40 ( )

More than 41 ( )

3. Civil statues

Married ( )

Unmarried ( )

4. Educational qualifications

Up to year 8 ( )

Up to year 10 ( )

G.C.E O/L ( )

G.C.E A/L ( )

Degree level ( )

5. Number of years served in the company

Below 1 year ( )

Between 1 -3 ( )

Between 4-7 ( )

More than 7 years ( )

59

Part II Please rate the following criteria from the range of 1-5 where 1 signifies the lowest rating and

5 denotes the highest rating.

1 2 3 4 5

6. I am psychologically satisfied with my job

7. I am physically satisfied with my job

8. I am environmentally satisfied with my job

9.I am satisfied with the payment that I receive

(Salary, Basic needs, Increments, Bonus)

10. I am rewarded for my good performances

(Recognition, appreciation )

11. I have positive attitudes towards my supervisor and

immediate senior manager.

(Relationship with the supervisor and immediate senior

manager)

12. My supervisor supports to my non related job

activities

13. I can discuss any concern that I have with my

supervisor

14. I agree to accept organization style and culture

(Management system , organizational support,

management hierarchy)

15. My abilities and skills are used by the company

(Encourage for innovations, quality of training

60

programs, opportunities for creative ideas)

16. I am getting feedbacks of my work

17. I am allowed to undertake challenges in carrying out

new tasks

18. I am satisfied over health and safety measures of the

organization

(Quality of equipment, awareness of preventing

accidents level of health and sanitary facilitates)

19. The organization creates a pleasant and secure

impress in employee’s mind towards works

20. I am provided suitable and sufficient sanitary and

sufficient conveniences and washing facilities

21. I am provided high quality drinking water with

suitable cups

22. I am provided hot water

23. I am provided suitable and sufficient readily

accessible rest facilities

24. I am provided seats to use during breaks

25. I am provided adequately clean and suitable surface

on which to place food

26. I am obligated to purchase food in the rest time

27. Pregnant mothers are provided suitable rest

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facilities and foods

28. I am provided suitable, secure and adequate space to

clothing

29. The company has adequate ventilation

30. I am getting adequate lighting facilities

31. My working area and furniture is clean

32. I am provided enough free space to allow me to

move about with ease

33. I am provided suitable workstation for the work I do

34. Equipment, devices and systems are maintained

properly

35. Windows are capable of being opened, closed or

adjusted safely

Documents

The Most Effective Factor out of Psychological, Physical, and Environmental Factors to Enhance Job Satisfaction of Employees