Document

Research Project
Individual Assignment
Chapter 01
Introduction
1.1
Background of the Study
HRM is a term used to refer the philosophy, policies, procedures and practices related to the
management of people begin an organization. Today every organization has to face highly
competition. Therefore organizations try to do right thing at the right time. In that situation HRM
plays major roll to achieve organizational goals. Satisfaction is the one of major concept in
Human Resource Management.
Employee satisfaction is a measure of how happy workers are with their job and working
environment. Keeping morale high among workers can be of tremendous benefit to any
company, as happy workers will be more likely to produce more, take fewer days off, and stay
loyal to the company. There are many factors in improving or maintaining high employee
satisfaction, which wise employers would do well to implement.
Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to
enhance job satisfaction and performance; methods include job rotation, job enlargement and job
enrichment. Other influences on satisfaction include the management style and culture, employee
involvement, empowerment and autonomous work groups, pay, work responsibilities, variety of
tasks, promotional opportunities the work itself and co-workers.
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of
ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss (2002) has
argued that job satisfaction is an attitude but points out that researchers should clearly distinguish
the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This
definition suggests that we form attitudes towards our jobs by taking into account our feelings,
our beliefs, and our behaviors.
The following documentation is a research report completed based on analyzing the impact of
physical, psychological and environmental factors on the job satisfaction of nonmanagerial
members who are working at Politex garments. Furthermore, with an intensive study of those
factors with use of questionnaires, data will be gathered which will be analyzed for the impact of
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each factor. Finally, in assisting and improving the three factor impact on job satisfaction
positively, recommendations are further suggested.
1.2
Problem Identification & Formulation
Politex Garment Ltds reports show that 7% absenteeism value per month. This value is higher
than the company standard value. Expected absenteeism rate of the company is 1.5% per month.
Therefore that situation is not good for the company. Therefore researcher can formulate
following problem statement;
How do physical, psychological & environmental factors impact on job satisfaction of nonmanagerial employees?
1.3
Objective of the Study
To empirically study the significance and impacts of physical, psychological & environmental
factors on job satisfaction of non managerial employees in Politex Garments Ltd.
1.4
Significance of the Study
Sri Lanka is a labor oriented developing country. There are many industries, which are enriching
our economy. Among those industries, apparel industry is most important to us. Because it has
generated many jobs towards the Sri Lanka work force, especially women, who are in rural
areas. Apparel industry is one of the giant in the Sri Lankan economy in attracting foreign
currency in to the economy beside tea plantations which rank the first. It has also helped the
Balance of Payment to maintain a positive figure by enhancing income generated by exports.
The significance of the research is that selected organization (Polytex garments Ltd) has not
undertaken any research in area of the job satisfaction of non managerial employees until this.
Polytex Garment Ltd spends considerable amount of money and time for their employees
benefits and services. It is most important for the organization to understand those factors which
may improve its employee satisfaction where in carrying out an empirical study about physical,
psychological and environmental factors affecting job satisfaction level of nonmanagerial
employees of Politex garments will make it easy for the management to understand those factors
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which they must be focused more on in increasing the job satisfaction level of its employees in
which the organization performance can be enhanced and achieve organization goals.
By this research I identify and further study what are the individual factors falling under the main
three (physical, psychological & environmental) affecting the job satisfaction of non managerial
employees of the company and how successful are those provided benefits and services are.
1.5 Organization of the Study

The following report consist of four chapters; Introduction, Literature Review, Methodology,
Data Presentation & Analysis and Conclusion & Recommendations.
Under Introduction, it has given a detailed introduction to the scope of the business and has
identified the problem which will be treated under the research. Also, it has studies and
understood the significance of the study to Politex Garments by explaining its importance.
Under Literature Review, it addresses the theoretical background behind the study and describes
what are the factors affected the job satisfaction, outcomes of satisfaction and previous
researches related to the job satisfaction.
Under Methodology, Data Presentation & Analysis, it describes the methodology used in
analyzing job satisfaction, research results presentation and analysis. Through this chapter
anyone can get vast knowledge about how psychological factors, physical factors and
environmental factors influence to the job satisfaction and dissatisfaction. Data analysis part will
be divided in to two sections. First part will deploy to analyze and present general and
demographic information. Second part will deploy to analyze employee response with respect to
each factor. It is clarifies each factors relative importance and position among all factors.
Under Conclusion and Recommendations, it will initiate final research findings and suggest
recommendations for future enhancement of the organization.
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1.6 Conceptual Framework

Independent Variables
Figure 1.1:
Dependent Variable
Conceptual Framework of the Research
Psychological Factors
Health and safety
Working responsibilities
Job Security
Promotion
Job Satisfaction /
Physical Factors
Payments
Co-workers
Welfare services
Use of skill & abilities
Job Dissatisfaction
Environmental Factors
Good working environment
Management style & culture
Source: Survey Data, 2012
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Chapter 02
Literature Review
2.1
Introduction
This chapters main objective is to address the different kind of definitions, theories and
perspectives, which was viewed by numerous authors and management scientists, with respect to
satisfaction. Also through this literature survey, researcher described what are the factors
affected to the job satisfaction, outcomes of satisfaction and previous researches related to the
job satisfaction. Therefore through a literature survey, researches will be in a position to study
and describe the general position of the subject concerned.
2.2
Job Satisfaction
A Hawthorne study was the one of biggest study of job satisfaction. This study (1924 -1933) was
conducted by the Elton Mayo of the Harvard Business School to find out the effect of various
conditions of workers productivity. These studies ultimately showed that novel changes in work
conditions temporarily increase productivity. It is called the Hawthorne Effects. This finding
provided strong evidence that people work for purposes other than pay, which paved the way for
researchers to investigate other factors in job satisfaction.
Scientific management also had a significant impact on the study of job satisfaction. Principles
of Scientific Management book (Taylor, 1911) was argued that there was a single best way to
perform any given work task. This book contributed to a change in industrial production
philosophies, causing a shift from skilled labor and piecework towards the more modern
approach of assembly lines and hourly wages. Therefore industries greatly increased productivity
because workers were forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It
should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set
the tone for Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for
job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life
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physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This
model served as a good basis from which early researchers could develop job satisfaction
theories.
2.3
Dimensions of Job Satisfaction
According to the Luthan 2002, there are three generally accepted dimensions of job satisfaction.
1. Job satisfaction is an emotional response to a job situation.

2. Job satisfaction is often determined by how well outcomes meet or exceed expectations.
For example, if organizational participants feel that they are working much harder than
others in the same organization, but are receiving fewer rewards, they will probably have
a negative attitude towards the work.
3. Job satisfaction represent several attitudes, they are:
a. Pay
b. Promotion opportunities
c. Working conditions
d. Co-worker relationship
e. Supervision
f. The work nature
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2.4
Need Hierarchy Theory for Job Satisfaction
One of the most widely mentioned theories of motivation is the hierarchy of needs theory put
forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy,
ascending from the lowest to the highest, and he concluded that when one set of needs is
satisfied, this kind of need ceases to be a motivator.
As per his theory these needs are:
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.
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 ones
potential and self-fulfillment. It is to maximize ones 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, a
substantially satisfied need no longer motivates. So if someone wants to motivate other one, need
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to understand what level of the hierarchy that person is on and focus on satisfying those needs or
needs above that level. Maslows need theory has received wide recognition, particularly among
practicing managers. This can be attributed to the theorys intuitive logic and ease of
understanding.
2.5
Factors Affecting Job Satisfaction
There are 6 main factors influencing on Job Satisfaction clustered as physical, psychological and
environmental factors as below:
2.5.2 Psychological Factors and Job Satisfaction

Health and Safety
Managing safe and healthy work environments is one of the most
important environmental challenges facing organizations. Good health and safety brings more
benefits that are healthy workers are more productive and can produce at a higher quality.
According to Maslows 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 employees mind towards work.
Job Nature
The main source of satisfaction is, of course, job itself. Researches,
dedicated to job characteristics and carried out in correlation with working place projecting,
testify that the very content of work and autonomy by its implementation represent two most
important motivation factors correlated with labor. As research indicated, other main
components of job satisfaction are interesting and difficult job without time for tedium and job
giving a man one certain status. Dealing with a workload that is far too heavy and deadlines that
are impossible to reach can cause job satisfaction to erode for even the most dedicated employee.
Falling short of deadlines results in conflict between employees and supervisors and raises the
stress level of the workplace. (Hill, 2008).
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Job Security
Job security is the assurance that a particular employee will have their job
in long term due to the low probability of losing it potentially. Positive job security nature also
adds more value to the image and the reputation of an organization as job offered has the
guaranteed security and reliable. Also, job security has a great influence in increasing job
satisfaction of its employees where once the employee is confident about not losing the job, it
will create no mental stress where the employee has its own freedom to fully concentrate on the
work they perform. An employee with a high level of job security will often performs and
concentrates better than an employee who is in constant fear of losing a job. Although this fear
can increase motivation in certain situations, a lack of job security can be a source of distraction
and result in excess stress and low morale that hinders an employee's overall performance.
(Thornton, ND).
Job promotion :
Companies provide promotion to their employees considering experience,
service and some companies reward promotions through measuring employees talents and
capabilities. Using data from the 1989 and 1990 waves of the NLSY, Pergamit and Veum (1989)
find a positive correlation between promotions and job satisfaction (Kosteas, ND). Companys
give their priority to current employees to apply vacancy is arises. In that situation employees
can achieve their individual goals obtaining promotion. Through such a situation, increases
employees satisfaction and they more contribute to the productivity.
2.5.1 Physical Factors and Job Satisfaction

Payment :
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. Those who make more money are little more satisfied than
those who make considerably less. Moreover, relatively well paid samples of individuals are
only trivially more satisfied than relatively poorly paid samples (Judge et. Al, 2010). Employees
more often perceive their salarys level as a reflection of that how management estimates their
contribution to the companys 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.
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Working groups
:
Direct affect on job satisfaction makes the very nature of work
groups. Working group serves for a single worker is a source of support, comfort, advice and
enjoyment from the very job. A good working group fosters a gaining of a greater joy and
pleasure from job. On another hand, when the opposite situation is observed, when it is hard to
get along with the people, the given factor imposes negative impact on job satisfaction
Welfare Services
Welfare includes anything that is done for the comfort and
improvement of employees and is provided over and above the wages. Welfare helps in keeping
the morale and motivation of the employees high so as to retain the employees for longer
duration. Labor welfare includes various facilities, services and amenities provided to workers
for improving their health, efficiency, economic betterment and social status.
Use of skills and abilities:
Everyone has skills and abilities. Some are unique aptitudes and
talents, which may include musical abilities (singing, playing an instrument, composing music),
artistic skills (drawing, painting, sculpting), athletic skills (running, jumping, throwing), or any
other ability that comes easily and naturally. Some skills and abilities are used in daily work life.
The company should identify which skills and abilities are available in the employee and should
give opportunities for improve them.
2.5.3 Environmental Factors and Job Satisfaction

Working conditions
One more factor imposing moderate impact on job satisfaction is
working conditions. If conditions are good (e.g. offices are neat and cozy, clean and engaging),
staff could easier manage their job. If bad working conditions were available (e.g. it is hot or
noisy in the office), it would be more difficult for employees to implement their work.
Otherwise, working conditions affect job satisfaction similar to working groups influence. If all
were favorably around, there would not be problems with job satisfaction.
Management style & culture: Organizational culture
is the organizations pattern
of beliefs, expectations, and values as in company and industry practices. A major organizational
factor to which new employees must be socialized is the culture of the group they are joining.
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The potential benefits of improved job design are unlikely to be realized, if attention is focused
on the content of jobs alone. Equal, if not more important, is the process by which redesign is
carried out. This has led to recognition of the importance of management style and, increasingly,
of organization culture. Central to improving the quality of working life is a participative, open
style of management involving employees in decisions that affect them, including the design or
choice of the technology itself. Personnel policies, including those related to pay and benefits,
should attempt to develop a relationship of trust among all members and sections of the
organization, and a confident partnership approach to trade unions.
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Chapter 03
Method of the Study
3.1 Introduction
This chapter mainly analyze the methodology of the study where it further describe the
population of the study, sample selected, sampling techniques used in selecting the sample, data
collection methods used and strategies in which the collected data is being analyzed.
3.2
Population
All nonmanagerial employees at Politex Garments at the production level has a counting of
1200 heads.
3.3
Sample
In obtaining samples of people for the evaluation, total nonmanagerial employees must me
classified in to strata such as Machine Operators, Cutters, QC Checkers, Printing Operators and
Helpers. For this, the stratified sampling method was used. Once the total of 1200 nonmanagerial employees were divided in to strata, random sampling method was used in selecting
a portion of employees from each strata for further analyzing. Following shows the randomly
selected sample per strata.
Employee Allocation to Samples
1. Machine Operators
(25/500) x 100 =
5%
2. Cutters
(8/200) x 100 =
4%
3. QC Checkers
(6/200) x 100 =
3%
4. Printing Operators
(6/100) x 100 =
6%
5. Helpers
(5/200) x 100 =
2.5%
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Table 3.1:
Sample Employee Allocation
Designation
Total Employees
No. of Sample
% from the Total
Machine Operators
500
25
5%
Cutters
200
08
4%
QC checkers
200
06
3%
Printing Operators
100
06
6%
Helpers
200
05
2.5%
Total
1200
50
In evaluating, each employee will be questioned through questionnaires for their current job
satisfaction level, those factors which have influenced their job satisfaction currently, those
factors which could positively/ negatively affect the current satisfaction level potentially and etc.
3.4
Data Collection
As a measure of data collection, I have made use of a structured questionnaire which includes
closed questions in retrieving data and current status of factors affecting job satisfaction at
Politex Garments
The questionnaire consists of two sections where section (A) consists of 6 questions which
collect data upon demographics factors of employees such as age, gender, salary distribution &
etc. Under section (B), it accommodates 10 questions which further collect data upon factors
which has a direct relevance to physical, psychological and environmental factors which affects
job satisfaction of the employees.
Questionnaires were distributed personally among 50 employees selected from the total of 1200
where they were given a duration of 1 day to fill in the questionnaires. None from the 50
questionnaires were eliminated for disqualified answers where all 50 questionnaires were used in
the research. In collecting them back, they were asked to hand them over to their department
supervisor from where I collected the questionnaires for analyzing.
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Table 3.2:
Sample Questionnaire Question, Section (B)

1
1. Are you satisfied over health and safety measures of

the organization?
(Quality of the equipments, awareness for preventing
accidents, level of health and sanitary facilities)
3.5
Data Analysis
Data are being analyzed in identifying the relationship and impact rate of physical, psychological
and environmental factors on job satisfaction of nonmanagerial employees at Politex garments.
Therefore, the analysis is more Object Oriented.
Under section (A), all demographic factors are analyzed with use of percentages in analyzing the
general distribution of gender, age, civil status, education, service and salary. Under the section
(B), the data are being analyzed under three factors: physical, psychological and environmental.
Each factor analysis was made easy by further clustering each factor in to sub factors where each
sub factor was allocated with a question.
Physical factors
Health & Safety, working responsibilities, job security, promotions
Psychological factors :
Payments, Co- workers, Welfare Services, Use of skills & abilities
Environmental factors:
Working environment, Management style & culture
Since the research is qualitative, general qualitative data analyzing techniques are difficult to be
applied in data analysis. But to serve the purpose, qualitative data analysis has been done.
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Chapter 04
Data Analysis & Data Presentation
4.1
Introduction
This chapter covers the data presentation and analysis of the study. This study covers a sample of
50 employees selected at randomly out of employees of the Politex Garments Limited in
Yakkala. All employees selected randomly and all of them represented the department of the
factory which is sewing, cutting and printing. As well as all of employees were non managerial
level.
Data analysis part will be divided in to two sections. First part will deploy to analyze and present
general and demographic information. Second part will deploy to analyze employee response
with respect to each factor. It is clarifies each factors relative importance and position among all
factors.
Section (A)
4.2 Presentation and Analysis of Demographic variables
4.2.1 Gender distribution
Table 4.1: Gender Distribution Data Grid
Sex
No of Employees
Male
14
28%
Female
36
72%
Total
50
100%
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Figure 4.1:
Gender Distribution Chart
Gender Distribution
28%
Male
Female
72%
The sample consists with 50 of non managerial level employees. Out of the sample 14 of them
were male, and they represented 28% of the sample. Rests of 36 employees were female and they
represented 72% of the total sample. According that, female population is the dominated fraction
of the sample.
4.2.2 Age Distribution

Table 4.2: Age Distribution Data Grid
Age (Years)
No Of Employees
16-20
4%
21-30
38
76%
31-40
18%
Above 40
2%
Total
50
100%
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Figure 4.2: Age Distribution Chart
Age Distribution
2% 4%
18%
16-20
21-30
31-40
Above 40
76%
At the beginning of the study, all employees are categorized age wise. Thereby total sample
divided in to four categories. First category is 16-20 age range. 02 of employees were belonging
to that category and represent 4% of total sample. Second category is 21-30 age range. There
were 38 employees in that category and they represented 76% of total sample. Third category is
31-40 age range. 9 of employees were there and represented 18% of total sample. Even though
there is a one employee in above 40 age range and it represent 2%. According that 21-30 range is
the largest of the sample.
4.2.3 Civil status

Table 4.3: Civil Status Data Grid
Civil Status
No of Employees
Married
20
40%
Unmarried
29
58%
Divorced
01
02%
Total
50
100%

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Figure 4.3: Civil Status Distribution Chart
Civil Status Dictribution

2%
Married
40%
Unmarried
Divorced
58%
There were 20 married employees, 29 unmarried employees and 01 divorced employee. Married
employees represent 40% of the total sample. Unmarried employees represented 58% and
divorced employee represent as 02% of total sample.
4.2.4 Education Level

Table 4.4: Education Data Grid
Educational level
No of Employees
Up to year 8
04%
Up to year 10
16%
O/L Passed
27
54%
A/L passed
13
26%
Total
50
100%
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Figure 4.4: Education Distribution Chart
Education Distridution
4%
16%
26%
Up to year 8
Up to year 10
O/L Passed
A/L passed
54%
At the beginning of the study, educational level is also categorized in to four categories. Firstly,
employees who are educated up to year 8 (2 employees) which represented 4% of the total
sample. Secondly, employees who are educated up to year 10 (08 of employees) represented
16% of the total sample. Thirdly, 27 of employees had passed ordinary level and represented
57% of the total sample. Advanced level passed employees were 26% of the total sample and 13
of employees belong to that category. Even though I inserted a category for high education, none
were included.
4.2.5 Service
Table 4.5: Service Distribution Data Grid
Period of Service
No of Employees
Below 01 year
16%
Year 01-03
13
26%
Year 04-07
18
36%
Above 07 years
11
22%
Total
50
100%

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Figure 4.5: Service Distribution Chart
Service Distribution
22%
16%
Below 01 year
Year 01-03
26%
Year 04-07
Above 07 years
36%
This component represents the number of years of employee service with the company. 08 of
employees have worked less than one year and they represented 16% of the sample. The
employees, who are employing greater than one year and less than three years, were 13 of the
sample and represented 26% of the total sample. 18 of employees, who worked greater than four
years and less than seven years, were represented 36% of the sample. 11 of employees belong to
higher service category. That is the category beyond seven years. They represented 22% of the
total sample.
4.2.6 Salary distribution

Table 4.6: Salary Distribution Data Grid
Salary
No of Employees
6500-7500
10
20%
7501-8500
14
28%
8501-9500
13
26%
More than 9500
13
26%
Total
50
100%

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Figure 4.6: Salary Distribution Chart
Salary Distribution
26%
20%
6500-7500
7501-8500
8501-9500
28%
26%
More than 9500
According to collected data, 10 employees belong to Rs.6500-7500 range which is 20% of the
sample. 14 employees earned beyond Rs.7500 - 8500 range which represented 28% of the total
sample.13 employees belong to Rs.8501-9500 range were they represented 26% of the sample.
Also 13 of employees have earned more than Rs.9500 which represented the 26% of the total
sample.
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Part II
4.3 Psychological Factors
4.3.1 Employee Attitudes towards Health & Safety
Table 4.7:
Health & safety data grid
Level
No of Employees
High
48
96%
Moderate
4%
Low
0%
Total
50
100%
Figure 4.7:
Health & safety chart
Health & Safety

4%0%
High
Moderate
Low
96%
According to the collected data, 48 employees had high attitudes towards health and safety and
they represented 96% of the total sample. There are two employees who had moderate attitudes
and represented 4% of the total sample. No employees seem to have low attitude on health &
safety of the organization.
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4.3.2 Employee Attitudes towards the Working Responsibility

Table 4.8:
Working responsibility data grid
Level
No of Employees
High
42
84%
Moderate
6%
Low
10%
Total
50
100%
Figure 4.8:
Work Responsibility chart
Work Responsibility
6%
10%
High
Moderate
Low
84%
Work responsibility denotes employee attitude towards work performed. According to

summarized data, 42 employees had high level attitudes with work responsibility and they
represent 84% of the total sample. There are 3 employees were moderate level and 5 employees
were low level attitudes towards the working responsibility. They were represent 6% and 10%
accordingly of the total sample.
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4.3.3 Employee Attitudes towards the Job Security

Table 4.9:
Job security data grid
Level
No of Employees
High
31
62%
Moderate
14%
Low
12
24%
Total
50
100%
Figure 4.9:
Job security chart
Job Security
24%
High
Moderate
14%
62%
Low
According to collected data, 31 employees had high attitudes with the job security and they
represented 62% of the total sample. 7 employees were moderate l and it represents 14% of the
total sample. Out of the sample, 12 employees had low attitude with job security and they
represented 24% of the total sample.
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4.3.4 Employee Attitudes toward the Promotion

Table 4.10:
Promotion data grid
Level
No of Employees
High
30
60%
Moderate
12%
Low
14
28%
Total
50
100%
Figure 4.10:
Promotion chart
Promotion
28%
High
Moderate
12%
60%
Low
According to collected data, 30 employees had high attitudes towards promotions and they
represented 60% of the total sample. There are 6 moderate employee attitudes about promotion
sand where they represent 12% of the sample. 14 employees had low attitudes about promotions
and representing 28% of the total sample.
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4.4 Physical Factors

4.4.1 Employee Attitudes towards the Payments
Table 4.11: Payments data grid
Level
No of Employees
High
35
70%
Moderate
8%
Low
11
22%
Total
50
100%
Figure 4.11:
Payments chart
Payments
22%
High
Moderate
8%
70%
Low
This component indicates employee attitude towards the payments scheme. According to
collected data, 35 employees had high attitudes and they represent 70% of the total sample. Out
of the sample, 4 employees were moderate and representing 8% of the sample. 11 employees had
low attitudes and they represent 22% of the total sample.
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4.4.2 Employee Attitudes toward the Co-workers

Table 4.12: Co- workers data grid
Level
No of Employees
High
47
94%
Moderate
01
2%
Low
02
4%
Total
50
100%
Figure 4.12: Co- workers chart
Co- workers
2% 4%
High
Moderate
Low
94%
According to collected data, 47 employees had high attitudes towards their co-workers and they
represented 94% of the total sample. There is one moderate employee and who represents 2% of
the total sample. In the third category, two employees had low attitudes were they represent 4%
of the total sample.
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4.4.3 Employee Attitudes towards the Welfare Service

Table 4.13:
Welfare Services data grid
Level
No of Employees
High
36
72%
Moderate
06
12%
Low
08
16%
Total
50
100%
Figure 4.13:
Welfare chart
Welfare
16%
High
12%
Moderate
72%
Low
This component indicate that employee attitudes towards the welfare service provided by the
company. According to the collected data 3 employees were high attitudes and they represent
72% of the total sample. Out of the sample 6 employees were moderate attitudes and they
represent 12% of the sample. 8 employees were low attitudes and they represent 16% of the total
sample.
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4.4.4 Employee Attitudes towards Using Employee Skills and Abilities
Table 4.14: Using employee skills & abilities data grid

Level
No of Employees
High
33
66%
Moderate
06
12%
Low
11
22%
Total
50
100%
Figure 4.14: Using employee skills & abilities chart
Using Employee Skills &

Abilities
22%
High
Moderate
12%
66%
Low
According to collected data, 33 employees had high attitudes towards using employee skills and
abilities where they represent 66% of the total sample. 6 employees were moderate and represent
12% of the total sample. Out of the sample, 11 employees had low attitudes and they represent
22% of the total sample.
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4.5 Environmental Factors

4.5.1 Employee Attitudes towards the good working environment
Table 4.15: Working environment data grid
Level
No of Employees
High
42
84%
Moderate
8%
Low
8%
Total
50
100%
Figure 4.16:
Working environment chart
Working Environment
8%
8%
High
Moderate
Low
84%
This component represents those employee attitudes towards good working environment. In that
situation, 42 employees had high attitudes and represent 84% of the total sample. Out of the
sample, 4 employees were moderate and other 4 employees had low attitudes where each
represents 4% of the total sample.
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4.5.2 Employee Attitudes towards the Organizational Style and Culture

Table 4.17: Organization style and culture
Level
No of Employees
High
42
84%
Moderate
02
4%
Low
06
12%
Total
50
100%
Figure 4.17:
Organization style & culture chart
Organization style and culture

4%
12%
High
Moderate
Low
84%
According to collected data, 42 employees had high level attitudes and represent 84% of the total
sample. 2 employees moderate and they represent 4%. Out of the sample, 6 employees had low
attitudes about the organizational style and culture and they represent 12% of the sample.
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Chapter 05
Conclusion and Recommendations
5.1 Introduction
At the outset of this research study, it was taken more effort to clarify research matter. Those
were, identify what are the factors affecting to non managerial level employees of Politex
Garments Limited in Yakkala. With a view to clarify those above matters, well-structured
questionnaires were distributed among operational level employees of Politex Garments Limited.
Collected data expressed following kind findings and conclusions. And finally present
recommendations regarding this study.
5.2 Conclusion
Above is a research done based upon analyzing the impact of physical, psychological and
environmental factors on job satisfactions of nonmanagerial employees of Politex Garments
(Pvt) Ltd. A sample of 50 employees was randomly selected from five stratas which were
selected through stratified sampling technique. Questionnaires were distributed among these
employees in gathering data with based on physical, psychological and environmental factors
affecting their job satisfaction. Questionnaire consisted of two sections where section A
consisted of gathering data on demographic factors and section B involved gathering data on
three independent factors.
Once data was selected, pie charts and data grids were made use of in presenting the collected
data. After the data presentation, qualitative data analysis methods were used in analyzing and
drawing conclusions upon collected data even though the collected data are of qualitative nature.
As the findings record, above analysis of physical factors correlation coefficient is 0.0192. This
value is positive but it is not strong. Therefore it is a weak positive relationship between physical
factors and job satisfaction.
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psychological factor analysis, correlation coefficient marked a 0.015. This value is positive but it
is not yet strong. Therefore it can be said that there is a weak positive relationship between
psychological factors and job satisfaction. Finally the environmental factor analysis correlation
coefficient marked 0.0172 where there is also a weak positive relationship between
environmental factors and job satisfaction.
According to that situation hypothesis can be
accepted and alternatives can be rejected.

With use of data analysis, it is understandable that employees personal matters affect their job
satisfaction and that employees are expecting the management to make remedial actions on
factors such as psychological, physical and environmental in order to maintain those them in
favorable manner.
5.3 Recommendations
The findings of this study indicate that psychological, physical, and environmental factors are
affected to the job satisfaction of non managerial level employees of Politex Garments Limited
in Yakkala. But those factors are not strongly affected to their job satisfaction. Because,
according to the each factors value of correlation coefficient is weak. Finally Researcher can say,
sometimes those factors are affected to the job satisfaction of non managerial level employees.
But some other factors may be affected to their job satisfaction.
-
Management should pay their attention on providing satisfying salary for employee
contribution.
Also they should be concerned about providing additional benefits (especially financial
benefits) to its non managerial employees.
Management should pay attention on providing employee welfare services, health and
safety, job security, working responsibilities and good working environment for worker
level employees.
Management should give more opportunities for promotion and develop their skills and
abilities of non managerial level employees.
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-
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 exist.
Therefore management should maintain proper grievance handling procedure in the

company to support to solve their problems.
6.4
Limitations of the Study
Distance
Politex Garments is located in outside the Colombo district with a distance
of 65+ Km from my location. Therefore at times of morning 8-10 , I hours in travelling back and
forth from Colombo to Gampaha due to the school traffic. By the time I reach the factory for
study purposes, I was extremely exhausted where it was difficult to concentrate on work. Also, at
times of doubts, I had no way of physically attending the process at the factory since it too far
from where I operate.
Data Collection
There were difficulties in data collection where several employees
included in the sample had difficulties in answering the questionnaire due to lack of English
proficiency. Also, certain employees were unable to return the questionnaires on time which took
me even longer to finalize data collected.
Time :
As I am a student who involves in other academic activities, I had to face the time
limitation where at times, I ran out of time in meeting projects tasks due to other pre- set
priorities.
Data Analysis :
As my data collected hold a qualitative nature, it caused difficulties in data
analyzing where I had to do thorough researches and try out different data analysis software such
as SPSS in generating analysis conclusions.
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Bibliography
2. Amstrong M. (2006) Human Resource Management Practices, 10th edition, Kogan Page
Limited.
3. Cleveland State University 2006, Job Satisfaction and Promotions, [PDF], Available at:
http://academic.csuohio.edu/kosteas_b/Job%20Satisfaction%20and%20Promotions.pdf
[Accessed: 8 August 2012]
4. eHow
2012,
What
is
Job
Security?,[Online],
Available
at:
http://www.ehow.com/about_5470562_job-security.html [Accessed: 1 August 2012]

5. Griffin R.W. (2004), Management, Houghton Mifflin Company, U.S.A.
6. Hill, B. 2012, What Are the Factors Affecting Job Satisfaction?,[Online] Available At:
http://smallbusiness.chron.com/factors-affecting-job-satisfaction-20114.html [Accessed:
10 August 2012]
7. Hackman J. R. et.at (1977), Perspectives on Organizational Behavior ,New York
McGraw Hill Book Company.
8. Luthans F. (1995), Organizational Behavior, 9th edition, New Delhi, Prentice hall of
India Pvt Ltd.
9. Robbins S.P. (2005), Organizational Behavior, 11th edition, New Delhi Prentice hall of
India Pvt Ltd.
10. Sharon, A. et. al 2003, Compensation and Working Conditions, [Online], Available At:
http://www.bls.gov/opub/cwc/cm20030522ar01p1.htm, [Accessed: 10 August 2012]
11. Sheikh A.M (2007)., Human Resource development and Management, 2nd Edition, S.
Chand Limited.
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Appendices
Appendix 1: Questionnaire
Questionnaire to Find Out Satisfaction Factors to satisfy Non

Managerial Level Employees in Politex Garments Ltd
Dear Sir / Madam,
With reference to the requirements of the degree program of ICBT Campus , Higher national
Diploma in Business management, I wish to collect data from you on the topic of Job
Satisfaction Of Non Managerial Employees Of Politex Garments 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 the academic purposes.
This questioner consists of two (2) sections. Please attend all questions included here.
Please tick () in relevant cage in Section (A) and (B)
Division
: .....................................................................................................................
Section (A)
1. Gender:
Male
Female
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2. Age:
More than 16 less than 20
Between 21-30
Between 31-40
More than 41
3. Civil Statues:
Married
Unmarried
Widow
4. Educational Qualifications
Up to year 08
Up to year 10
G.C.E (O/L)
G.C.E (A/L)
Technical Qualification
5. Number of years served in the company

Bellow 1 year
Between 1-3
Between 4 -7
More than 7 years
6. Salary Scale
Rs.6500 - Rs. 7500
Rs.7501 - Rs. 8500
Rs.8501 - Rs.9500
Above Rs.9501
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Section (B)
Please rate the following criteria from the range of 1 5 where 1 signifies the lowest rating and 5
denotes the highest rating.
12. Are you satisfied over health and safety measures of

the organization?
(Quality of the equipments, awareness for preventing
accidents, level of health and sanitary facilities)
13. Are the work load and responsibilities allocated fair
and equally distributed?
(freedom given by the company to plan your job, Job
responsibilities, Salary and responsibilities)
14. What is your attitude towards the current job
security?
(Social factors, Other jobs, Job security)
15. Are you satisfied over the existing promotion
strategies?
(Performance evaluation, Opportunities for promotions)
16. Do you think the payments made are at satisfactory
level?
(Salary, Basic needs, Knowledge, skills & abilities,
Performance evaluation)
17. What is your attitude towards co- workers?
(relationships with co-workers, other department members
and supervisors)
18. Do you consider the current welfare service has

addressed your needs?
(Food provided by the company, Medical facilities, Death
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donation)
19. What is your attitude towards using employee skills
and abilities?
(Encouragements for innovations, Opportunities for creative
ideas, Quality of training programs)
20. Are you satisfied over the working environment?
( Influences for mental & physical health, Location of work,
Illumination level)
21. Do you agree to accept organization style and
culture?
(Management systems, Organizational Factors include
nature and size, formal structure)
Thank You for Your Cooperation
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Progress Report
Name:
Date
BM/N/03/17
Bhakthi Jagodaarachchi
Student ID:
Progress
Task
Status
Recommendations
BM/N/03/17
Supervisor
Signature
40

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Background of the Study

1.5 Organization of the Study

1.6 Conceptual Framework

Conceptual Framework of the Research

Source: Survey Data, 2012

Dimensions of Job Satisfaction

1. Job satisfaction is an emotional response to a job situation.

Need Hierarchy Theory for Job Satisfaction

These are the needs to be free of physical danger and of the

According to Maslow, once people begin to satisfy their need to belong,

Maslow regards this as the highest need in his hierarchy. It

Factors Affecting Job Satisfaction

2.5.2 Psychological Factors and Job Satisfaction

Managing safe and healthy work environments is one of the most

The main source of satisfaction is, of course, job itself. Researches,

Companies provide promotion to their employees considering experience,

2.5.1 Physical Factors and Job Satisfaction

Direct affect on job satisfaction makes the very nature of work

Welfare includes anything that is done for the comfort and

Use of skills and abilities:

2.5.3 Environmental Factors and Job Satisfaction

One more factor imposing moderate impact on job satisfaction is

is the organizations pattern

Employee Allocation to Samples

Sample Employee Allocation

% from the Total

Source: Survey Data, 2012

Sample Questionnaire Question, Section (B)

1. Are you satisfied over health and safety measures of

Health & Safety, working responsibilities, job security, promotions

Payments, Co- workers, Welfare Services, Use of skills & abilities

Working environment, Management style & culture

Source: Survey Data, 2012

Gender Distribution Chart

Source: Survey Data, 2012

4.2.2 Age Distribution

Source: Survey Data, 2012

Figure 4.2: Age Distribution Chart

Source: Survey Data, 2012

4.2.3 Civil status

Source: Survey Data, 2012

Figure 4.3: Civil Status Distribution Chart

Civil Status Dictribution

Source: Survey Data, 2012

4.2.4 Education Level

Source: Survey Data, 2012

Figure 4.4: Education Distribution Chart

Source: Survey Data, 2012

Source: Survey Data, 2012

Figure 4.5: Service Distribution Chart

Source: Survey Data, 2012

4.2.6 Salary distribution

More than 9500

Source: Survey Data, 2012

Figure 4.6: Salary Distribution Chart

More than 9500

Source: Survey Data, 2012

Health & safety data grid

Source: Survey Data, 2012

Health & safety chart

Health & Safety

Source: Survey Data, 2012