EMPLOYEES JOB SATISFACTION IN BANKING SECTOR OF BANGLADESH: - A CASE STUDY OF JAMUNA BANK LIMITED

By

Oishee Manee ID: 0820544

An Internship Report Presented in Partial Fulfillment Of the Requirements for the Degree Bachelor of Business Administration

INDEPENDENT UNIVERSITY, BANGLADESH April 29, 2012

EMPLOYEES JOB SATISFACTION IN BANKING SECTOR OF BANGLADESH: - A CASE STUDY OF JAMUNA BANK LIMITED

By

Oishee Manee ID: 0820544

Has been approved April 29, 2012

____________________ Dr. A.N.M. Shibly Noman Khan Assistant Professor School of Business Independent University, Bangladesh

TABLE OF CONTENTS
1.0 Introduction ......................................................................................................................1 1.1 Statement of the Problem ............................................................................................2 1.2 Purpose of the Study ...................................................................................................2 2.0 Literature Review............................................................................................................3 2.1Job Satisfaction . 3 2.1.1 Facet Satisfaction ..4 2.1.2 Overall Satisfaction5 2.2 Selection ....................................................................................................................5 2.3 Training..................................................................................................................6 2.4 Performance Based Compensation ...........................................................................7 2.5 Motivation .................................................................................................................8 3.0 Conceptual framework..9 3.1 Research Questions ...................................................................................................10 3.2 Research Hypotheses..................................................................................................10 4.0 Research Methodology ..................................................................................................10 4.1 Research Design ........................................................................................................10

4.2Research Approach...............................................................................................11 4.3 Sampling Method ................................................................................................11 4.4 Survey Instrument11 4.5 Data Collection ...........................................................................................12 4.6 Data Analysis ....................................................................................................12 5.0 Result Analysis ...............................................................................................................13 5.1Reliability Coefficient &Descriptive Statistics............................................................13 5.2 Correlation Analysis14 6.0 Recommendation.15 7.0Conclusion.15 References.......................................................................................................................17 Appendixes ....................................................................................................................21 Appendix-A......21 Appendix-B25

Acknowledgement
This is my humble attempt to present gratitude in preparing this report. This is the final requirement of BBA program to get attached to an internship for three months to any organization. Therefore, as a student of the department I go attached to Jamuna Bank Ltd to complete my supervisor Dr. A.N.M. Shibly Noman Khan Department of Business Administration, Independent University of Bangladesh. According to his valuable guidance, constructive, supervision, instructions and advice and for motivating me to do this report. At the same time, I am also grateful to the Human resource division, Head office, Jamuna Bank Ltd for giving me opportunity to undergo the internship program. My placement of internship program was at Mohakhali Branch. This report would not have been possible without the dedication and contribution of a number of individuals. First, I would like to express my gratitude to all employees of the Department of Credit of Jamuna Bank Ltd at this branch. They are eagerness helps me in every step of the way and encouraged me to propel myself higher. To all those so freely offered their advices and encouragements in this endeavor; I offer my most sincere appreciations. They have been very helpful in showing me the work process and provided relevant information for my report whenever I approached. They never hesitated or did not feel disturbed when I asked questions. It was a great opportunity to do internship in such an organization. The experiences I have gathered will be very beneficial for building my career.

Executive Summary

This study attempts to evaluate job satisfaction of Jamuna Bank Ltd employees. Banking sector plays a pivotal role in the economic development of a country. Since one of the key factors of an organization is its employees, the success or failure of the organization largely depends on their satisfaction or dissatisfaction. Thus, the present study focuses on the relative importance of job satisfaction factors and their impacts on the overall jab satisfaction of officers. A total number of 35 employees from the bank were randomly selected as sample for the present study. Job satisfaction had significant positive correlation with performance-based compensation but significant negative correlation with selection and training. Job satisfaction had no significant contribution to motivation. Finally, some recommendations are make to improve the situation of employees job satisfaction.

1.0 Introduction
Bangladesh economy has been experiencing a rapid growth since the '90s. Urbanization and lifestyle changes concurrent with the economic development created a demand for banking products and services to support the new initiatives as well as to channelize consumer investments in a profitable manner. A group of highly acclaimed businessmen of the country grouped together to responded to this need and established Jamuna Bank Limited in the year 2001 and started its commercial operation on 3rd June, Jamuna Bank Limited (JBL) is a Banking Company registered under the Companies Act 1994 with its Head Office at Chini Shilpa Bhaban, 3, Dilkusha C/A, Dhaka-1000. The JAMUNA BANKA LIMITED is one of the public limited company in this country and has been operating for over 10 years. The Bank has made a significant progress within a very short period of its existence and occupied an enviable position among its competitors after achieving remarkable success in all areas of business operation. This bank has 73 branches all over the Bangladesh. They have over 1,800 employees and they take pride in being one of the preferred employers in Bangladesh. The Bank is being managed and operated by a group of highly educated and professional team with diversified experience in finance and banking. The Management of the bank constantly focuses on understanding and anticipating customers' needs. The scenario of banking business is changing day by day, so the bank's responsibility is to device strategy and new products to cope with the changing environment. Jamuna Bank Ltd. has already achieved tremendous progress within only ten years. The bank gives special emphasis on export, import, trade finance SME finance Retail credit and finance to woman Entrepreneur. The bank has already ranked as one of top quality service providers & known for its reputation. Bangladesh bank has awarded this Bank as the best primary dealer bank. The bank undertakes all types of banking transaction to support the development of

trade and commerce in the country. JBLs service is also available for the entrepreneurs to set up new ventures and BMRE of industrial units. Hence, in the current study, the researchers intend to examine whether there are relationships HRM practices (Selection, Motivation, Training and Performance based compensation) and Job Satisfaction in context of Jamuna Bank Ltd. 1.1 Statement of the Problem The study ((Dyer & Reeves 1995; Huselid 1995; Becker & Gerhart 1996; Guest 1997; Cully et al. 1999; Harel & Tzafrir 1999; Appelbaum et al. 2000; Kuldeep Singh 2004) found that employees performance is related with organizational profit margin. From the literature review, it was revealed that employees work related attitudes are related to organizations HRM practice. Jan, Marwat, and Arif (2009) have conducted a study on the relationship between HR practices (Selection, Motivation, Training and pay for performance). Another research conducted by Petrescu, and Simmons (2008) found that several HRM practices raise employees overall job satisfaction. In this research, my focus would be Job satisfaction. Job satisfaction is the reaction of the workers against the role they play in their work (Vroom) (1967, 1999). The studies will designee to investigate the level of achievement of employees job satisfaction of Jamuna Bank Limited in Bangladesh. 1.2 Purpose of the Study The purpose of this study is to present and test a model that identifies employees job satisfaction enhance organizational goals in relationship with the practices of selection, Training, Performance based compensation, and Motivation in Jamuna Bank Ltd. The profits of an organization is very much vulnerable with performance of employees and if the organizations.HRM practice is not appropriate employees also will not to going to perform up to

the mark. This research concentrated on specific attitudes like job satisfaction. The study will further attempt to study and analyze whether practical and possible changes can be made in the working environment of Jamuna Bank Ltd. to improve workplace satisfaction and thereby improve productivity of work leading to long-term benefits to the national economy.

2.0 Literature Review

This study attempts to evaluate job satisfaction of bank officers in Bangladesh. It focuses on the relative importance of job satisfaction factors and their impacts on the overall job satisfaction of officers. It also investigates the impacts of bank type, work experience, age, and sex differences on the attitudes toward job Satisfaction. The result shows that salary, efficiency in work, fringe supervision, and co-worker relation are the most important factors contributing to job satisfaction. Private bank officers have higher levels of job satisfaction than those from public sectors as they enjoy better facilities and supportive work environment. Work experience is found as the second most important factor affecting job satisfaction. Sex and age differences have relatively lower level of impact on it. The overall job satisfaction of the bank officers is at the positive level. 2.1 Job Satisfaction Job satisfaction or employee satisfaction is one of the most used variables in organizational behavior. It is an employees attitudinal response to his/her organization. The study of Job Satisfaction was found to be an essential factor towards to develop the employees service ability and still strongly affected the quality of service (Babakus, Yavas, Karatepe, Avci, 2003). Kalleberg A.L. (1977) gave the meaning of working satisfaction as each employees integration effective results towards working role. Each employee may be satisfied with some aspects of

work but at the same time, he may not be satisfied with other aspects of the job which may have a total affect on job satisfaction. Locke, E. A. (1996) defined job satisfaction as a satisfactory emotion level that results from the success of the appraisement working value. Mulige & Mueller, (1998) found that working environments affect job satisfaction level. Snipes, Oswald & Armenakis, (2004) explained that Intrinsic factors effect job satisfaction more than extrinsic factors except in rewards or aspects gained. There are plethoras of definitions of job satisfaction, some of which are contradictory in nature. Spector (1997) refers to job satisfaction in terms of how people feel about their jobs and different aspects of their jobs. Ellickson and Logsdon (2002) support this view by defining job satisfaction as the extent to which employees like their work. Schermerhorn (1993) defines job satisfaction as an affective or emotional response towards various aspects of an employees work. The author emphasis is that likely causes of job satisfaction include status, supervision, co-worker relationships, job content, remuneration and extrinsic rewards, promotion and physical conditions of the work environment, as well as organizational structure. According to Cherrington (1994), research on job satisfaction has identified two aspects to understanding the concept of job satisfaction, namely, the facet satisfaction and overall satisfaction. These two concepts explained as follows: 2.1.1 Facet Satisfaction Facet satisfaction refers to the tendency for an employee to be more or less satisfied with various facets or aspects of the job (Johns, 1988). Cherrington (1994) refers to the various aspects or facets of the job as the individuals attitude about their pay, the work itself - whether it is challenging, stimulating and attractive, and the supervisors - whether they possess the softer managerial skills as well as being competent in their jobs.

2.1.2 Overall Satisfaction Overall satisfaction focuses on the general internal state of satisfaction or dissatisfaction within the individual. Positive experiences in terms of friendly colleagues, good remuneration, compassionate supervisors and attractive jobs create a positive internal state. Negative experiences emanating from low pay, less than stimulating jobs and criticism create a negative internal state. Therefore, the feeling of overall satisfaction or dissatisfaction is a holistic feeling that is dependent on the intensity and frequency of positive and negative experiences (Cherrington, 1994). 2.2 Selection Various theories of selection have been developed by psychologists and management scholars Huselid (1995) pointed out earlier that by adopting best practices in selection, inflow of best quality of skill set will be inducted adding value to skills inventory of the organization. He stressed upon the alignment between selection as the skills of employees selected through a rigorous and competitive process can be polished more by way of formal and informal training. Selection practices can block knowledge sharing between groups or departments in firms organized according the functional principle. Where assessment centers are functionally focused, they can strengthen the sub-cultures of functions and make knowledge sharing between functions very difficult (Currie and Kerrin, 2003). personalities, as well as the socialization of individuals into the culture of the firm (Kristof, 1996; Judge and Cable, 1997).Gloet and Berrell (2003) point out that in firms which adopt the codification strategy the development of technological solutions are encouraged, particularly in electronic recruitment and psychometric testing. Internal promotion is generally seen as a critical way to retain key members of the workforce (Pfeffer,

2005). Having recruited, developed and trained the right sort of people, it is unlikely that managers want to see these workers. 2.3 Training Training is an ideal way to learn a job. Management of individual skills is an important aspect of doing business today, and employee development will likely grow in the future (Noe, 1999). The benefits of employee development extend beyond the actual skills gained and their contribution to an individuals productivity (Benson, 2002). A table is constructed to present an overview of the different historical definitions of the construct training. According to Schuler and MacMillan (1984), Training has been identified as an example of a human resource management practice that contributes to gains in competitive advantage. Rainbird (1994) and Heyes and Stuart (1996) defined Training and employee development as a means of engaging the commitment of employees to the enterprise and development of organizational commitment is a process that evolves through stages over a period of time. Sparrow (1998), Bartlett (2001) defined training can be viewed as a management practice that can be controlled or managed to elicit a desired set of unwritten, reciprocal attitudes and behaviors, including job involvement, motivation and organizational commitment. According to Palo & Padhi (2003), a process of updating the knowledge, developing skills, bringing about attitudinal and behavioral changes and improving the ability of the trainee to perform his/her tasks efficiently and effectively. Several factors are known to affect the effectiveness of training: behavior of individual learner, the training program, the environment in which the trainee works and the support from the trainee's immediate supervisor (Montesino, 2008).

2.4 Performance Based Compensation There are a growing number of managers within the private sector who now reason that if employee performance results in enhanced organizational performance, then employees should share in the benefits received. In other words, they feel that workers should be appropriately and equitably rewarded for their effort. Pay practice is one of human resources management practice which normally refers to pay, wage, salary and benefit etc. The pay has an important role in implementation strategies. First, a high level of pay and/or benefits relative to that of competitors can ensure that the company attract and retains high-quality employee, but this might have a negative impact on the companys overall labor costs. Second, by tying pay to performance, the company can elicit specific activities and level of performance from employee (Noe et al., 2006). Thor (1994) and Okokie (1996) suggest that reward is an important influence on employees because it creates satisfaction and eventually firms overall performance. However, Ehigie and Akpan (2005) did not find a positive relationship between reward level and TQM implementation. In spite of this, they found that when rewards are accompanied by a desirable leadership style, the employees are inclined to practice TQM. The results of Gomez-Meja and Balkin (1992) show how group incentives may complement individual incentives rather that substitute for them. Finally, Allen and Kilmann (2001) found a moderator effect of reward practices between TQM and performance. Reward systems indicate what the organization values and shapes individuals behavior. Studies on knowledge workers have found that they tend to have a high need for autonomy, significant drives for achievement, stronger identity and affiliation with a profession than a company, and a greater sense of self-direction. These characteristics make them likely to resist the authoritarian imposition of views, rules and structures (Despres and Hiltrop, 1995; Herzberg, 1997; Horowitz et al., 2003) .Accordingly,

mixtures of rewards is needed to motivate knowledge workers. These include: equitable salary structures; profit-sharing or equity-based rewards; a variety of employee benefits; flexibility over working time and location, as well as being given credit for significant pieces of work. 2.5 Motivation Numerous organizations are competing to survive in this ever increasing challenging and volatile market environment. Motivation and Performance of employees are powerful tools for the long-term success of the organization. Performance measurement is a critical characteristic of organizations management since it reflects the progress and achievement of the organization. The root of motivation to achieve the desired goal can vary from individual to individual. For instance, one employee may be motivated in his work to earn higher commission, whereas another employee may be more interested for its satisfaction or the surrounding environment solely (Tietjen & Myers, 1998). The major factors of motivation are ones needs, rewards, wealth, determined goals, beliefs and dignity (Vroom, 1990). Moreover, failure, achievement or else liability may motivate employees to carry out forceful devotion to their work. There are a number of methods to motivate people such as rewards, punishments, actions to satisfy needs, psychological processes, etc. Mullins (1996, p. 520) states that motivation is a process which may lead to job satisfaction. Mullins (1996) concludes that the content theories of motivation are specifically related to job satisfaction and assume a direct relationship between job satisfaction and improved performance, while the process theories contemplate in more detail the relationship between motivation, satisfaction and performance. According to Calder (2000), motivational theories can be classified into two categories, namely, content theories and process theories. According to Korman (1971) and Tharenou (1979) cited in Arnolds and Boshoff (2001), individuals with high self perceived ability and self-image are more likely to be higher achievers

on task performance than those who have a low self-perceived ability, low success expectancy and low self-image. Motivation explains what organizations can do to encourage people to apply their efforts and abilities in ways that will further the achievement of the organizations goals as well as satisfying their own needs (Armstrong, 2001, p. 155). Cronje, Du Toit, Marais and Motlatta (2003) further posit that content theories highlight the factors within people that guide behavior, whereas process theories focus largely on why individuals opt for certain behavioral choices to satisfy their desires and how they assess their satisfaction after they have attained their objectives. Focusing on the research problem, this study will utilize (Armstrong, 2001, p. 155).

3.0 Development of Conceptual Framework

The developed conceptual framework for the proposed study is presented below:

Selection HRM Practices

Performance based compensation Motivation Training

Job Satisfaction

Figure 1: Developed Conceptual Framework of Research Variables and their relationships. 3.1 Research Question 1. Is there a significant relationship between HRM Practices and employees Job Satisfaction in context of Jamuna Bank Ltd.in Bangladesh? 3.2 Hypothesis

1. There is a significant relationship between HRM Practices and employees Job Satisfaction in context of Jamuna Bank Ltd.in Bangladesh.

4.0 Research Methodology

4.1 Research Design The conceptual framework (Figure 1) illustrates the name of research variables and relationship within them. The research questions and hypotheses clearly support this model. In this study, the researchers are going to investigate the relationship between HRM practices and employees job satisfaction of Jamuna Bank Ltd. When researchers investigates the effects of the measuring variables and analyses the relationships among the variables, the design is known as Co- relational (Graziano & Raulin, 1997; Zikmud, 2000). That is why a Co-relational research design has been selected in order to find out the appropriate answers of the research questions and to test the hypotheses. The model also suggests this type of design. Hence, HRM practices like; selection, training, performance based compensation, and motivation are independent variables and job satisfaction is considered as dependent variable. The research will use a correlation study to establish the existence of relationships between the measured variables. In this research, the researchers intend to identify whether any relationships exists between these measured variables or not. A Co- relational study provides a measure of the degree between two or more variables. Therefore, the present study will be characterized as a co-relational study. 4.2 Research Approach To investigate research questions, the researchers will gather information from all the employees of JBL who is currently appointed at Mohakhali branch of JBL at Dhaka. And use questionnaire for collecting information.

4.3 Sampling Method The study will be conducted at Mohakhali branch of Jamuna Bank in Dhaka .The research will be conducted only to the employees of Mohakhali branch of Jamuna Bank. Therefore, the question will be distributed via a convenience and it is a probability sampling method. The sample size was 35 in this case. 4.4 Survey Instrument The researcher required primary data to investigate the research problem. Because, it was found that there was lack of secondary data (e.g. articles, journals, magazine, and records on human resource management) in the case of JBL. To collect data from the primary sources, the researcher used questionnaire and interview methods. In order to gain information from the bank employees the researcher used the questionnaire method. The questionnaire was a useful method to collect data from employees for the following reasons. First, survey about 35 employees of the Mohakhali branch of JBL. Second, the existing study was about achievement motivation and employees performance, and employees might felt unenthusiastic to confer these issues with an interviewer. The survey questionnaire consists of three parts. The first part is about the demographic characteristics of the respondents such as age, gender, educational background, experience in existing organization and yearly income. The second part is in regard to HRM practice. The question items of HRM practices used in this part are based on the study done by Drockel (2003) and it contains 8 questions. All answers to the questions are Yes, No, I Dont Know. Yes responses were coded as 1; No responses were coded as 2. I dont know responses were coded as 3.The last part contains 10 job satisfactions. All are five point liker

scales ranges from 1 (Strongly Disagree) to 5 (Strongly Agree).The researchers will follow one to one interview for the intension of collecting in depth information.

4.5 Data collection The present research is a unique and new for Jamuna-Bank Ltd. As a result, secondary sources of data were not available for the present study. Therefore, the study will require primary data to investigate the research questions. To collect data from the primary sources, the study will use questionnaire survey method.

4.6 Data analysis The proposed study was a correlation study. As a result, after collecting the data the study used co- relational matrix to identify whether relationships exists between the measured variables or not. Beside this the researcher calculated the mean and standard deviation of the four independent variables, to identify the variable have most influence on job satisfaction or not. For this researcher used SPSS 12.0 because it is such a statistical data analysis tool that offers greater flexibility in data analysis and visualization.

5.0 Result Analysis

5.1 Reliability coefficient and descriptive statistics Table: 1 Reliability Coefficient and Descriptive Statistics of selection, performance based compensation, motivation and training with job satisfaction.

Variable

Number of Items

SD

Alpha

Selection Performance based compensation Motivation Training Job satisfaction

2 2

1.30 1.06

.50293 .20188

.721 .639

2 2 10

1.20 1.30 3.58

.47279 .50293 .86347

1.000 .721 .912

Note: N=35 The means, standard deviations and coefficient alpha or Cronbachs alpha of all the constructs in the current study are displayed in Table: 1. Mean scores have been calculated by equally weighting the mean scores of all the items. On the basis of three-point scale, the mean score for selection is 1.30 (SD = 0.50293and alpha = 0.721). The mean score for performance based compensation is 1.06 (SD = 0.20188 and alpha = 0.639). The mean score for motivation is 1.20 (SD = 0.47279 and alpha = 1.000). The mean score for training is 1.30 (SD = 0.50293 and alpha = 0.721) and On the basis of five-point scale, the mean score for job satisfaction is 3.58 (SD =

0.86347and alpha = 0.912).Here standard deviation means how much the mean value deviates. As much as the lower value of the SD is better for the accurate value of mean. Here alpha denotes reliability of questionnaire. The higher value of alpha is higher to represent the reliability of the questionnaire. 5.2 Correlation analysis A correlation analysis was conducted on all variables to explore the relationship between variables. Correlation is a vibrate measure of association or strength of the relationship between two variables. Table 2: Correlation Matrix for Selection, Performance based compensation, Motivation, training and Job satisfaction.

Variables

Selection

Performance based compensation .188*

Motivation

Trainin g 1.000**

Job satisfaction -.1000

Selection Performance based compensation Motivation Training Job satisfaction

_ _

.853** .185*

.188 _ .853** _ _

.217*

.030 -.1000

Note:* p< .05, **p<.01

Here, the result of correlation analysis for all the measured variables is shown in Table 2. It examines the correlations among selection, performance based compensation, motivation and training with job satisfaction in the context of Jamuna Bank Ltd. As depicted in Table: 2, no statistically significant correlation was found between selection and job satisfaction. The correlation between selection and job satisfaction were found to be negative. A significant correlation was found between performance based compensation and job satisfaction (r =.217, p<.05).No significant correlations was found between motivation and job satisfaction. The correlation between training and job satisfaction was also found to be negative. Here r denotes how strong or weak relationship among the independent variable and dependent variable.

6.0 Recommendation
Therefore analyzing the study considered variables (selection, performance based compensation, motivation, training and job satisfaction) in the context of Jamuna Bank Ltd. in Bangladesh the researcher can recommend that: In context of Jamuna Bank Ltd. HRM practices (selection, motivation, performance based compensation and training) have influence on job satisfaction. Therefore, it will be required to clearly design, establish and improve HR policies, which will help to develop employee job satisfaction.

7.0 Conclusion
In view of the findings, the study proves the relationship between HRM practices (selection, performance based compensation, motivation and training) independent variables and job satisfaction (dependent variable). The study may conclude that in the context of Jamuna Bank Ltd. the above relationship provides significant insight to improve the employee job satisfaction, which may ensure continuous profit for the organization. The improvising of high standard selection process and maintaining a significant level of performance based compensation will make high employee satisfaction for job. Overall motivation and training in turn will boost employee job satisfaction of Jamuna-Bank Ltd. Finally, this research will encourage further study and also useful guidelines for these types of researches.

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APPENDIX-A
Research Questionnaire Dear Sir/madam, Please carefully read each statement and give me an honest opinion about the mentioned questions. Circle the number, which is the closest match to your thinking. I guarantee that your information will remain confidential and will only be used for as a source of my internship report. Question items relating Demographic Information Age (Please Tick your age Group)
a) 25-35 b) 36-45 c) 46-55 d) 56-65 e) Above 65

Gender (Please Tick applicable)

Male b) Female

Education (Please Tick your Education Group)

a)Matriculation b)Intermediate c) Graduation d)Masters e) Diploma with Metric /Inter f)Other

Total years of Experience with this Organization (Please Tick your Experience Group)
a)1-3 b)4-6 c)7-9 d)10 or above

Total Income (yearly in Bangladeshi TK)

Up to 50,000 51,000-100,000

101,000-150,000 151,000-200,000 More than 200,000 Question items concerning HR Practices

In this questionnaire, you are asked to describe HR Practices of your organization in which you are working, as you perceive it: 1. Applicants undergo structured interviews (job-related questions, same questions asked of all applicants) before being hired. 2. Employees in this job regularly (at least once a year) receive a formal evaluation of their performance (ACR). Yes No I dont know Yes No I dont know

3. Pay raises for employees in this job are based on job performance.

Yes

No

I dont know

4. Employees in this job have a reasonable and fair complaint process.

Yes

No

I dont know

5. Are covered by a bonus scheme based on the performance of the establishment or organization as a whole?

Yes

No

I dont know

6. Involve on-the-job training or not.

Yes

No

I dont know

7. Do you have a clear vision of where you want to be in 10 years from now, five years from now, one year from now?

Yes

No

I dont know

8. Do you have passion for what you do, and are you passionate about the goals that you would like to achieve?

Yes

No

I dont know

Question items relating Job Satisfaction 1 = Strongly Disagree 2= Disagree 3=Indifferent 4=Agree 5=Strongly Agree

SL No. 1 2 3 4

Statements

My job is appreciated. The working conditions are good and safe. I feel stressed in my job. I get support and teamwork from other departments in the Company.

5 6 7 8 9 10

The organization views its employees as assets. My views and participation are valued. The compensation is satisfactorily reviewed from time to time. The organization gives adequate paid leave. I am satisfied with the gratuity policy adopted by the company. Management is flexible and understands the importance of balancing my work and personal life.

APPENDIX-B SPSS Output

Descriptive of Studied Variables

Descriptive Statistics N selection per_com motivation training job_sat Valid N (list wise) 35 35 35 35 35 35 Minimum 1.00 1.00 1.00 1.00 1.60 Maximum 3.00 2.00 3.00 3.00 5.00 Mean 1.3000 1.0571 1.2000 1.3000 3.5829 Std. Deviation .50293 .20188 .47279 .50293 .86347

Reliability of selection
Warnings

The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis.

Case Processing Summary N Cases Valid Excluded(a) Total 35 0 35 % 100.0 .0 100.0

a) List wise deletion based on all variables in the procedure. Reliability Statistics Cronbach's Alpha .721

N of Items 2 Item-Total Statistics Corrected Item-Total Correlation .593 .593 Cronbach's Alpha if Item Deleted .(a) .(a)

Scale Mean if Item Deleted q1 q2 1.40 1.20

Scale Variance if Item Deleted .424 .224

a) The value is negative due to a negative average covariance among items. This violates reliability model assumptions. You may want to check item coding.

Scale Statistics Mean 2.60 Variance 1.012 Std. Deviation 1.006 N of Items 2

Reliability of performance based compensation

Warnings The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis. Case Processing Summary N Cases Valid Excluded(a) Total 35 0 35 % 100.0 .0 100.0

a) List wise deletion based on all variables in the procedure.

Reliability Statistics Cronbach's Alpha .639

N of Items 2

Item-Total Statistics Corrected Item-Total Correlation .470 .470 Cronbach's Alpha if Item Deleted .(a) .(a)

Scale Mean if Item Deleted q3 q4 1.06 1.06

Scale Variance if Item Deleted .055 .055

a The value is negative due to a negative average covariance among items. This violates reliability model assumptions. You may want to check item codings. Scale Statistics Mean 2.11 Variance .163 Std. Deviation .404 N of Items 2

Reliability of motivation
Warnings The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis.

Case Processing Summary N Cases Valid Excluded(a) Total 35 0 35 % 100.0 .0 100.0

a)

List wise deletion based on all variables in the procedure. Reliability Statistics

Cronbach's Alpha 1.000 Item-Total Statistics Corrected Item-Total Correlation 1.000 1.000 Cronbach's Alpha if Item Deleted .(a) .(a)

N of Items 2

q5 q6

Scale Mean if Item Deleted 1.20 1.20

Scale Variance if Item Deleted .224 .224

a. The value is negative due to a negative average covariance among items. This violates reliability model assumptions. You may want to check item codings. Scale Statistics Mean 2.40 Variance .894 Std. Deviation .946 N of Items 2

Reliability of training
Warnings The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis. Case Processing Summary N Cases Valid Excluded(a) Total 35 0 35 % 100.0 .0 100.0

a) List wise deletion based on all variables in the procedure.

Reliability Statistics Cronbach's Alpha .721

N of Items 2 Item-Total Statistics Corrected Item-Total Correlation .593 .593 Cronbach's Alpha if Item Deleted .(a) .(a)

q7 q8

Scale Mean if Item Deleted 1.20 1.40

Scale Variance if Item Deleted .224 .424

a. The value is negative due to a negative average covariance among items. This violates reliability model assumptions. You may want to check item codings. Scale Statistics Mean 2.60 Variance 1.012 Std. Deviation 1.006 N of Items 2

Reliability of job satisfaction

Warnings

The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis.

Case Processing Summary N Cases Valid Excluded(a) Total 35 0 35 % 100.0 .0 100.0

a) List wise deletion based on all variables in the procedure. Reliability Statistics Cronbach's Alpha .912

N of Items 10

Item-Total Statistics Corrected Item-Total Correlation .675 .500 .576 .812 .838 .305 .850 .850 .859 .519 Cronbach's Alpha if Item Deleted .903 .912 .908 .894 .892 .922 .894 .893 .891 .912

q9 q10 q11 q12 q13 q14 q15 q16 q17 q18

Scale Mean if Item Deleted 32.20 32.09 32.06 32.46 32.23 32.06 32.03 32.31 32.46 32.57

Scale Variance if Item Deleted 59.518 65.375 63.997 57.432 56.064 68.291 60.029 58.692 56.961 63.487

Scale Statistics

Mean 35.83

Variance 74.558

Std. Deviation 8.635

N of Items 10

Correlations
Correlations selection selection Pearson Correlation Sig. (2-tailed) N per_com Pearson Correlation Sig. (2-tailed) N motivation Pearson Correlation Sig. (2-tailed) N training Pearson Correlation Sig. (2-tailed) N job_sat Pearson Correlation Sig. (2-tailed) N 1 . 35 .188(*) .279 35 .853(**) .000 35 1.000(**) . 35 -.100 .569 35 per_com .188(*) .279 35 1 . 35 .185(*) .288 35 .188 .279 35 .217(*) .211 35 motivation .853(**) .000 35 .185(*) .288 35 1 . 35 .853(**) .000 35 .030 .863 35 training 1.000(**) . 35 .188 .279 35 .853(**) .000 35 1 . 35 -.100 .569 35 job_sat -.100 .569 35 .217(*) .211 35 .030 .863 35 -.100 .569 35 1 . 35

** Correlation is significant at the 0.01 level (2-tailed) *Correlation is significant at the 0.05 level (2-tailed)