Jahanzeb v1

Factors Contributing For The Growth Of Job
Satisfaction In SMEs Sector Of Pakistan
By
Jahanzeb Altaf
2143427
Master in Business Administration (MBA)

August, 2016
National College Of Business

Administration & Economics
Factors Contributing For The Growth Of Job
Satisfaction In SMEs Sector Of Pakistan
Supervised by
Miss. Humaira Taj
Submitted by
Jahanzeb Altaf
2143427
MBA
August, 2016
A THESIS Submitted to the Faculty of Business and Management

Sciences,National college of Business Administration &
Economics, Lahore As partial fulfillment of the Requirements for
The Degree of Master in Business Administration i.e. MBA in HRM
National College Of Business

Administration & Economics
Factors Contributing For The Growth Of Job Satisfaction In SMEs Sector Of

Pakistan Page 2
CERTIFICATE
It is certificated that Dissertation entitled Factors Contributing For The Growth Of

Job Satisfaction In SMEs Sector Of Pakistan prepared by Jahanzeb Altaf, Registration
Number 2143427, to fulfill the requirement of Master in Business Administration
(MBA) degree has been completed under my supervision and has been approved for
submission.
Miss. Humaira Taj
Supervisor
Approved by:
______________________________
Dean Evening School, NCBA & E

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ACKNOWLEDGEMENT
Knowledge is a door to prosperity
He who does not thank his benefactor, does not thank Allah
(Tirmidhi, Sunan)
First of all I thank Almighty ALLAH. My second acknowledgement would go to my
parents for their support & hospitality. I would like to acknowledge my teacher
Miss. Humaira Taj, for her continuous guidance & support throughout my research
period to do this research and for polishing us manifold. My utmost regards go to
her for guiding us and bearing with me through the semester. All praise and
thanks to ALLAH, Sustainer of the Universe; and peace and blessings be on
Prophet Muhammad PBUH, his family and companions, whose life is a precedent
for us to follow.
Last but not the least; I would like to thanks my parents, my wife, my kids, and my
whole family for their support and prayers.

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DECLARATION
Abu Huraira reported: The Messenger of Allah, Peace Be Upon Him, said,
When the human being dies, his deeds come to an end except for three: ongoing
charity, beneficial knowledge, or a righteous child who prays for him.
(Source: Sahih Muslim 1631)
This thesis is a presentation of my original research work. Wherever contributions of

others are involved, every effort is made to indicate this clearly, with due reference
to the literature, and acknowledgement of collaborative research and discussions.
I have not written this book just to fulfill the requirement of MBA degree or to get
the degree only. But I have worked with the intention that may my work and my
effort can be beneficial for any other person in future even the conclusion, the data
analysis or just the format of this book. And if it happens, it will be a Sadiqa Jaria for
me as well.
The work was done under the guidance of Miss. Humaira Taj, at the National College
of Business Administration & Economics.
Jahanzeb Altaf
2143427

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DEDICATION
I dedicate my project work to my parents. A special appreciation

to my cherishing mother and father, whose prayers are always
with me in vicissitude of my life. They teach me to work hard and
leave the results on Almighty Allah. They cooperated with me at
any stage of life and helped me when I need them.
I also want to dedicate this dissertation to my wife Badria

Jahanzeb, whose unconditional support and encouragement
made it possible for me to complete this dissertation. She guided
me to write this dissertation.
Special dedication to my heartfelt love, to my son Maarij Altaf for

coping with the undue paternal deprivation during the course of
my study.

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TABLE OF CONTENTS
Sr. Topic Name Page No.

No.
i. List of Tables
ii. List of Figures
iii. Acronyms
1. Chapter 01: Introduction And Background

1.1. Introduction
1.2. Purpose Statement
1.3. Definition of Key Terms
1.3.1. Nature of Job
1.3.2. Working Conditions
1.3.3. Growth Opportunities
1.3.4. Workload
1.3.5. Workplace Relations
1.3.6. Compensation and Benefits
1.3.7. Fair Treatment
1.3.8. Work-Life Balance
1.3.9. Job Security
1.3.10. Job Satisfaction
1.4. Significance of Study
1.5. Theoretical framework
1.5.1. Theoretical Stances
1.6. Research Objective
1.6.1. Main Objective
1.6.2. Sub Objectives
1.7. Research Questions and Hypothesis
1.7.1. Main Research Question
No.
1.7.2. Hypothesis
1.8. Structure of the Thesis
2. Chapter No 02: Literature Review
2.1. Introduction
2.2. Review of the Literature
2.3. Conception of Job satisfaction
2.4. Theories of Job Satisfaction
2.4.1. Major Content Theories
2.4.1.1 Maslows Hierarchy of Human Needs
2.4.1.2 Hertzbergs Two Factor Theory
2.4.1.3 Lockes Value Theory
2.5. Factors affecting Job Satisfaction
2.5.1. Nature of job
2.5.3. Career Growth
2.5.6. Increased Workload
2.5.7. Work Life Balance
2.5.8. Job Security
3. Chapter 3: Methodology And Methods
3.1. Introduction
3.2. Population and Sampling
3.3. The Research Instrument
3.3.1. The Questionnaire
No.
3.4. Instrumentation and Measurements
3.4.1. Nature of Work
3.4.3. Growth opportunities
3.4.4. Work Load
3.4.9. Job Security
3.4.10. Job Satisfaction
3.5. Data Collection
4. Chapter 4: Analysis And Results
4.1 Introduction
4.2 Results
4.2.1. Response rate
4.2.2. Respondents Profile
4.2.2.1 Gender Distribution
4.2.2.2 Age of respondents
4.2.2.3 Qualification of respondents
4.2.2.4 Organizations
4.2.2.5 Designation
4.3. Result Of Questionnaires
4.3.1. Nature of Work
No.
4.3.3. Growth opportunities
4.3.4. Work Load
4.3.9. Job Security
5 Chapter 5: Discussion Conclusion &
5.1. Introduction
5.2. Discussion
5.2.1. Limitations
5.3. Future Research Dimensions
5.4. Policy Recommendations
5.5. Conclusion
6. Referances 81
7. Annexure 1 Questionnaire 84
List of Tables
Table 1 Response Rate
Table 2: Gender Distribution
Table 3: Age of respondents
Table 4: Qualification of respondents
Table 5: Organization
Table 6: Designations
Table 7: My work gives me a feeling of personal accomplishment
Table 8: My Job makes good use of my skills and abilities.
Table 9: My work is meaningful.
Table 10: I feel that the work I do is important.
Table 11: I enjoy telling others about nature of my work.
Table 12: My workplace is well maintained.
Table 13: My workplace is a physically comfortable place to work.
Table 14: My workplace is safe.
Table 15: I have adequate opportunities for professional growth in my organization.
Table 16: I receive the training I need to do my job well.
Table 17: My manager is actively interested in my professional development and

advancement.
Table 18: I am encouraged to learn from my mistakes.
Table 19: My work is challenging, stimulation and rewarding.

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Table 20: I consider myself to be in high pressure at workplace.
Table 21: I feel I have too much responsibility for one person.
Table 22: I feel exhausted at the end of the day.
Table 23: My workload is fair.
Table 24: I can easily manage my work load within office timings.
Table 25: There is Good Corporation between the colleagues at my workplace.
Table 26: I do get help and support from my colleagues.
Table 27: I am paid fairly for the work I do.
Table 28: My salary is competitive with similar jobs I might find elsewhere.
Table 29: My benefits are comparable to those offered by other organizations.
Table 30: I am always treated fairly by my manager.
Table 31: The organizations policies for promotion and advancement are always
fair.
Table 32: Favoritism is not an issue in raises and promotions.
Table 33: Everybody is treated fairly in this organization.
Table 34: The amount of work I am asked to do is reasonable.
Table 35: My job does not cause unreasonable amount of stress in my life.
Table 36: I am able to satisfy both my Job and family/personal responsibilities.
Table 37: The environment in this organization supports a balance between work
and life.

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Table 38: I believe my job is secure.
Table 39: I will easily find another job if I lose this one.
Table 40: I think I might lose job in near future.

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List of Figures
Figure 1: Response Rate
Figure 2: Gender Distribution
Figure 3: Age of respondents
Figure 4: Qualification of respondents
Figure 5: Organization
Figure 6: Designations
Figure 7: My work gives me a feeling of personal accomplishment
Figure 8: My Job makes good use of my skills and abilities.
Figure 9: My work is meaningful
Figure 10: I feel that the work I do is important.
Figure 11: I enjoy telling others about nature of my work.
Figure 12: My workplace is well maintained.
Figure 13: My workplace is a physically comfortable place to work.
Figure 14: My workplace is safe.
Figure 15: I have adequate opportunities for professional growth in my organization.
Figure 16: I receive the training I need to do my job well.
Figure 17: My manager is actively interested in my professional development and

advancement.
Figure 18: I am encouraged to learn from my mistakes.
Figure 19: My work is challenging, stimulation and rewarding.

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Figure 20: I consider myself to be in high pressure at workplace.
Figure 21: I feel I have too much responsibility for one person.
Figure 23: My workload is fair.
Figure 24: I can easily manage my work load within office timings.
Figure 25: There is Good Corporation between the colleagues at my workplace.
Figure 26: I do get help and support from my colleagues.
Figure 27: I am paid fairly for the work I do.
Figure 28: My salary is competitive with similar jobs I might find elsewhere.
Figure 29: My benefits are comparable to those offered by other organizations.
Figure 30: I am always treated fairly by my manager.
Figure 31: The organizations policies for promotion and advancement are always
fair.
Figure 32: Favoritism is not an issue in raises and promotions.
Figure 33: Everybody is treated fairly in this organization.
Figure 34: The amount of work I am asked to do is reasonable.
Figure 35: My job does not cause unreasonable amount of stress in my life.
Figure 36: I am able to satisfy both my Job and family/personal responsibilities.
Figure 37: The environment in this organization supports a balance between work
and life.

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Figure 38: I believe my job is secure.
Figure 39: I will easily find another job if I lose this one.
Figure 40: I think I might lose job in near future.
Acronyms
SMEs Small and Medium Enterprises
CHAPTER 01: INTRODUCTION AND BACKGROUND
1.1. Introduction:
Because of continuous increase in global competition, All over the world companies
are working under continuous pressure in order to remain competitive and for its
survival. This situation demands from companies to be quicker, fast, more effective
and efficient.
By having view of the success that has been witnessed by the world in all the
business fields during the last years of twentieth century and early years of twenty

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first century, it is quite true to suppose that this success is mainly based on the
organization's attempt towards achieving qualified human resources with
distinguish performance.
No doubt different organizations are oriented towards achieving high level of job
performance associated with that of employee satisfaction. As the organization's
overall performance greatly depends on employee efficiency and effectiveness.
Today organizations are more concerned about their human capital in order to
achieve the employee satisfaction and their commitment to work on long run. By
achieving the high levels of employee satisfaction the creative energies of
employees are being enhanced for achieving the overall organizational goals .
Job satisfaction can be regarded as the measure to assess that employees who are
working in an organization are happy to what extent or in a real sense are satisfied
with all the dimensions of their jobs. Although there are a number of factors that
may have strong influence on an individual perception associated to his or her
overall job in terms of satisfaction.
It is quite true in todays era that Employee job satisfaction has perceived quite high
importance across all business fields. Today most of the organizations are of the
view that employee satisfaction is one of the critical factors that contribute to
business success and to keep the business alive. Among the factors that may have
impact on employee satisfaction, obviously some of them may have more potential
to influence employees job satisfaction as compared to those of others. Therefore,
a successful employer must be engaged in recognizing his employees to determine
the right balance or combination of those factors which may seem to be more
valued by his employees.
By focusing on todays highly competitive environment, it is quite obvious that work

is the most critical and important factor to be considered about in peoples lives.
Since, people are supposed to spend a major part of their working hours at
workplace, so in view of this fact employees are now more concerned to job
satisfaction. For efficient and productive workplace environment, job satisfaction
has been considered as a prominent and important factor. In this regard, it is
necessary to identify the factors that influence the job satisfaction and to identify

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their relationship with job satisfaction as well.
This research study is based on the belief that across the world there are a number
of factors that have influence on employee satisfaction. Hence throughout the
process of this thesis, it is being hoped to recognize and demonstrate a range of
factors that influence the employee satisfaction at workplace. Moreover the extent
of their impact on employee satisfaction will also be measured.
1.2. Purpose Statement:
The purpose of this research study is based on quantitative research in order to

identify the major contributing factors to employee satisfaction in context of SMEs
in Pakistan.
In this the independent variables are Nature of Job, Working conditions, Growth
opportunities, workload, workplace relations, compensation and benefits, fair
treatment, Work life balance and job security whereas Employee satisfaction is
Dependent variable.

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1.3. Definition of Key Terms:
1.3.1. Nature of Job:
The nature of an employees job can be defined as the type of work that an
employee is assumed to do at workplace. The daily basic tasks that are carried by
the employee comprise the nature of his or her job. (Jared Lewis, Demand Media)
1.3.2. Working Conditions:
The working environment and all the associated circumstances that have affect on
employees at workplace come under the head of working conditions. It may include
job hours, physical conditions, job responsibilities, noise at workplace etc.
1.3.3. Growth Opportunities:
A variety of opportunities that may be provided to employees at workplace in order

to enhance their skills associated with their current jobs and to help them out in
preparing themselves for any possible future position.
1.3.4. Workload:
Workload can be simply regarded as the amount of work that an employee is

supposed to do at workplace and that comes under his or her job responsibilities.

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1.3.5. Workplace Relations:
The relationship of employees with their supervisors and with that of other staff at
workplace is regarded as workplace relations. (Bridgette Austin)
1.3.6. Compensation and Benefits:
The salary and other monetary and non monetary benefits that are given to
employees by a firm are regarded as compensation and benefits.
1.3.7. Fair Treatment:
The feelings of people that they are being treated fairly or reasonably and these
feelings come through the activities of other people are regarded as fair treatment.
The right of privacy, feedback against employee performance, no discrimination at
workplace comes under the head of fair treatment to ensure that employees are
receiving all that what they deserve.
1.3.8. Work-Life Balance:
Work-life balance is simply that comfortable state which an employee achieves

through properly meeting his work related priorities as well as maintaining his
personal life style.
1.3.9. Job Security:
Job security can be regarded as the less probability of an employee to be

unemployed and more surety is there that he or she will keep his employment

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continue.
1.3.10. Job Satisfaction:
Vroom (1963) defined job satisfaction as an affective orientation on the side of an

individual towards their present work roles by focusing on the role of employee at
workplace.

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1.4. Significance of Study
A thorough literature review on job satisfaction reveals that wide variety of

literature has been written on the topic but most of the literature is focused
only on one or two of the factors that contribute to job satisfaction. Very least
amount of research is found that covers most of the job satisfaction factors
yet these studies are very generic in nature with least focus on each job
satisfaction contributing factor role on employee and on organization
performance as well. This study is significant as it will add to the body of
knowledge by focusing on the role of each job satisfaction contributing factor
in determining employee satisfaction.
This research is highly significant in a way that it will clarify the concept of job
satisfaction as well as the major factors contributing to employee job
satisfaction.
The study is also significant in a way that it will open new horizons for
conducting research. This will help researchers and students to bridge gaps
existing in literature on the topic.
The study will be significant for Policy makers by providing those empirical
data and analysis on the topic that will enhance their confidence in their
Human resource related decisions based on research results. It will help
decision makers in budgeting the human resource funds efficiently to
enhance employee satisfaction based on their relative effectiveness
determined in the study
The study will also be significant for Finance professionals as it will provide
them relative role of each factor contributing to employee satisfcation, thus
helping them in allocation of human resource budget.
The study is significant for being quantitative in nature as very researches

have empirically evidenced the relationships that are determined in this
study.
A sample of 105 employees will make this study prominent among other
researches in the field as none of the researches on the topic has taken the
sample of this size. This will help in generalization of the findings to any
extent in the human resource field.

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1.5. Theoretical framework:

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1.5.1. Theoretical Stances:
In the literature job satisfaction is being defined with the perspective of several
theorists with reference to their own workable conditions. The purpose of this part
of the chapter is to provide a view of main theories and to give a perspective of
developments made in regard of job satisfaction over the last decades.
Various theories can be considered which attempted to explain the critical concept
of job satisfaction in the literature review. Factors that lead to job satisfaction and
job dissatisfaction are identified through Content theories that suggest that
employees achieve the job satisfaction when their need for growth and self
actualization are met through the job.
In the view of Process theories the interaction between job satisfaction variable is
described and attempt to explain the job satisfaction concept by having the view
how well a particular job meets an individuals expectations and values. Both theory
groups have been explored by a number of researchers. Content theories consist of
Maslows need Hierarchy Theory, Herzbergs two factor theory, Aldefer-ERG,
McClelland Need Theory. While the process theories includes vrooms Expectancy
theory, Adams Equity Theory, Lockes Goal Setting Theory and Job Characteristic
Theory etc.

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1.6. Research Objective:
1.6.1. Main Objective:
To identify the major factors contributing to job satisfaction in SMEs sector of

Pakistan.
1.6.2. Sub Objectives:
To determine the association between the nature of job and job satisfaction
To determine the association between the working conditions and job
satisfaction
To determine the association between growth opportunities and job
satisfaction
To determine the association between work load and job satisfaction
To determine the association between workplace relations and job satisfaction
To determine the association between the compensation & benefits and job
satisfaction
To determine the association between Fair treatment and job satisfaction
To determine the association between work life balance and job satisfaction

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To determine the association between job security and job satisfaction

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1.7. Research Questions and Hypothesis
1.7.1. Main Research Question:
What are the major factors contributing to job satisfaction in SMEs sector of
Pakistan.
1.7.2. Hypothesis:
H0: There is no association between nature of job and job satisfaction
H1: There is association between nature of job and job satisfaction
H0: There is no association between working conditions and job satisfaction
H2: There is association between working conditions and job satisfaction
H0: There is no association between growth opportunities and job satisfaction
H3: There is association between growth opportunities and job satisfaction
H0: There is no association between work load and job satisfaction
H4: There is association between work load and job satisfaction
H0: There is no association between workplace relations and job satisfaction

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H5: There is association between workplace relations and job satisfaction
H0: There is no association between compensation & benefits and job satisfaction
H6: There is association between compensation & benefits and job satisfaction
H0: There is no association between Fair treatment and job satisfaction
H7: There is association between Fair treatment and job satisfaction
H0: There is no association between work life balance and job satisfaction
H8: There is association between work life balance and job satisfaction
H0: There is no association between job security and job satisfaction
H9: There is association between job security and job satisfaction

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1.8. Structure of the Thesis
The thesis is segmented in five chapters starting from introduction to conclusion of

chapters, the details of each chapter is given below
Chapter 1: This chapter is the introductory chapter of the thesis that covers the
background of the study, problem statement, and rationale for the problem,
significance of the study, objectives, Research question to be surveyed, and
hypothesis for testing with the help of research data.
Chapter 2: This chapter encompasses the comprehensive literature review on the

variables under study. More than fifty articles are studied and the concerned
literature is discussed in a sequential manner. Flow of literature is from introductory
discussion to dependent variable, to one by one discussion on relationships
between independent and dependent variables and ends up on the summary of the
whole literature review.
Chapter 3: This chapter comprises of Methodology adopted to collect the data. It

describes the philosophical stances on which the study is based, the research
design adopted, the population and sampling procedures, the methods of data
collection, and the analysis techniques used in this study. All the choices of
methodologies are rationalized with literary support justification. Besides this the
measures used for the different variables are discussed with their sources, sample
statements and scales used in the instrument.

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Chapter 4: This chapter consists of data analysis and results thus derived from the
data. In this regard necessary descriptive analysis and appropriate inferential
analysis are conducted and included in this chapter. Results are presented in both
tabular and graphical form wherever found suitable. Besides results, the
interpretations are given to get understanding of the results.
Chapter 5: This chapter includes detailed discussion on the results derived in

chapter four. This discussion compares the results with that of related previous
researches considered in literature review. After detailed discussion on the
phenomenon, conclusions are drawn. Further based on the conclusion thus drawn,
policy recommendations are given for practical Implications in concerned areas.
Furthermore future research areas are suggested in consideration with certain
limitations and delimitation of the current study and previous ones.
Besides all this, references and other necessary supporting documents are attached
as appendices at the end to be consulted if necessary. Overall APA referencing style
is used for both in-text citations as well as end-list references.

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CHAPTER NO 02: LITERATURE REVIEW
2.1. Introduction
Literature critical and fundamental review has immense importance for research
project in order to explore, identify, and analyze the existing practices and theories
regarding the research topic or research area. (Saunders et al. 2009). According to
him literature review serves as the backbone of the research project. Hence it is
quite true that literature review has significant importance for conducting research
project in appropriate manner.
2.2. Review of the Literature
It is quite complicated to find out the reasons that make employees to feel happy at
the workplace. Some people appreciates to be rewarded, others find satisfaction in
good career opportunities while some people think simply having a good life
standard is a sort of satisfaction.
It is really a great challenge for researchers to define job satisfaction. As it is

obvious that work has a significant importance in employees life and job
satisfaction is necessary for their well being. At the same time employees
satisfaction is also important aspect for employers to be considered about since
more satisfied employees serve as a source of more committed towards the
company goals. Moreover satisfied employees are regarded as more creative and
efficient towards given tasks.
Job satisfaction is defined by some researchers as an emotional state of enjoyment

that is obtained by the employee after doing his work well and being rewarded
suitably. Others think that an employee finds job satisfaction when the job meets his
expectations associated with that particular job. However, for most of the scholars,
there are multiple dimensions of job satisfaction and are determined through a

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number of factors such as work nature itself, working conditions, growth
opportunities, workload, compensation and benefits, work life balance, fair
treatment, workplace relations and many more.
One of the most worthwhile contributions to understand the job satisfaction is the
motivation hygiene theory by Frederick Herzberg American Psychologist (1923-
2000). This theory was basically a survey through interviews which was conducted
in late 1950s with accountants and engineers. They were asked that when they feel
good or bad about their jobs and they were required to explain the reasons as well.
Through these interviews Herzberg found two dimensions to job satisfaction that is
motivation and hygiene. Employee recognition, responsibility, work itself,
advancement and growth, achievement were regarded as motivational factors and
the hygiene issues such as company policies, salary, working environment,
supervision , workplace relations were considered as the factors to be met to
prevent employee dissatisfaction. However the Herzbergs theory was also criticized
due to separating both satisfaction and dissatisfaction. This theory is still used in
many surveys.
According to the recent surveys regarding employee job satisfaction, it has been
observed that across all ages, regions and income brackets the employee
satisfaction is a fundamental and critical aspect of human resource management.
Mostly employees are spending more than 40 hours per week at their workplace
which becomes approximately one third of a persons time awake per week.
Actually the work has become such an important part of a persons life that it is
more likely true that a persons job satisfaction derives his or her overall life
satisfaction (Brown & McIntosh, 2003).
Whereas, job dissatisfaction may leads towards employee turnover as found and
described by Freeman (1978).He demonstrated that there exists significant negative
relationship statistically between the employee intention to quit and that of job
satisfaction. Similarly, Steel and Ovalle (1984) discovered in their study that
negative correlation exists between employee job satisfaction and employee
turnover.
Researchers have revealed that employee satisfaction can result in lower training
and hiring expenses. The fleet Boston Financial Corporation estimated that even 15
increases in employee loyalty and commitment to job may results in generating $11
million per year in revenue and can decrease an amount of $ 15 million to $ 19
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million in a year on employee training and hiring cost (Costanzo, 2003). In contrast
to this, an unsatisfied employee, professionally or personally will not be regarded as
a productive employee for the organization, hence negatively affecting the
organizational overall performance.
2.3. Conception of Job satisfaction
A number of researchers has been demonstrated the job satisfaction concept in

various ways. One of the earliest definitions of job satisfaction offered by Hoppock
(1935), in which he described and construct number of physiological, psychological
and environmental circumstances that makes a person to express job satisfaction.
Job satisfaction may be defined as it is a state of mind consisting of all those

feelings and emotions that may be determined through the extent that how much a
person perceives his or her job related needs being met (Evans 1999) .As
demonstrated by Frazier (2005) that the job satisfaction is affected by a few
elements which can be categorized as extrinsic and intrinsic factors, the social
relationship with the workgroup, the quality of supervision. Intrinsic motivation as
described by Hanaberg (2010) is perceived as interest based while extrinsic
motivation is based on compliance. The employer can take care of employees
interest including their creativity, energy, passion through increased intrinsic
motivation. On other side extrinsic motivation can be achieved through giving
positive reinforcement in form of raising salaries of employees, by giving them
appreciation and so on.
In regard of this perspective, it may be assumed that a number of external factors

contribute to employee feelings about his or her job. Vroom (1963) defined job
satisfaction as an affective orientation on the side of an individual towards their
present work roles by focusing on the role of employee at workplace. Locke (1976)
demonstrated the job satisfaction as a positive or happier emotional state that
results from the appraisal of an employees job.
Howard and Frick (1992) suggested that job satisfaction is regarded as a complex

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concept that may have different meanings to different people. Cranny, Smith and
Stone (1992) described that job satisfaction is a combination of an employees
desired job outcomes with actual job outcomes. With the variation among the
various definitions of job satisfaction, the common thing that can be seen is that job
satisfaction is associated with emotional response at workplace. Moreover job
satisfaction reflects positive emotions related to work while job dissatisfaction
reflects negative emotions (Green, 2000).
Job satisfaction is an interesting topic of concern for both that of employees and
that of researchers who try to study the employee satisfaction. If employees find
that their desired expectations are met, then a sense of accomplishment arises
among them. it can also be explained as when a particular job meets the values,
standards, expectations of an employee then employee job satisfaction is achieved
and it also increase the employee commitment to his work and his or her overall
performance (Gordon 1999).
If the degree of expectations met is greater than the high satisfaction level would
be experienced by the employee. The report has been shown that when employees
find their work more interesting and different, the job satisfaction level increases as
well (Dinler, 2008. & Davis,2003).
McShane and Von Glinow (2005), referred that job satisfaction is a multi
dimensioned concept that consist of present and past gratifying feelings that results
when an employee evaluates his or her work role. According to Baron and
Greenberg (2003), the job satisfaction is regarded as an attitude towards an
employees job and basically it is cognitive, affective and evaluative reactions
towards his or her job.
Job satisfaction is defined by McNamara (1999) as an employees state of mind or

feelings towards the nature of his job. Mostly researchers claims that job
satisfaction can be defined as how positive or negative an employee feels about
his or her job (Steyn & Van Wyk 1999:37-40). This seems so true, if employees
experience the achievement of desired expectations associated with their particular
job. The extent of achievement of desired expectations ultimately leads toward
finding the degree of job satisfaction.

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According to Rue and Byers (1994:294-295), Job satisfaction is comprises of five
major components including 1) Workplace relationships 2) General working
conditions, 3) Relations with supervisor, 4) Financial benefits and 5) Attitude
towards Education system.
Bateman and Snell (1999), the justification among employees and the way in which
they are treated at workplace or the processes to be implemented leads toward
employee satisfaction. However, they also warn against that to consider a satisfied
employee to be a productive employee is not necessary.
2.4. Theories of Job Satisfaction:
In the literature job satisfaction is being defined with the perspective of several
theorists with reference to their own workable conditions. The purpose of this part
of the chapter is to provide a view of main theories and to give a perspective of
developments made in regard of job satisfaction over the last decades.
Various theories can be considered which attempted to explain the critical concept
of job satisfaction in the literature review. Factors that lead to job satisfaction and
job dissatisfaction are identified through Content theories that suggest that
employees achieve the job satisfaction when their need for growth and self
actualization are met through the job. In the view of Process theories the interaction
between job satisfaction variable is described and attempt to explain the job
satisfaction concept by having the view how well a particular job meets an
individuals expectations and values.
Both theory groups have been explored by a number of researchers. Content

theories consist of Maslows need Hierarchy Theory, Herzbergs two factor theory,
Aldefer-ERG, McClelland Need Theory. While the process theories includes vrooms
Expectancy theory, Adams Equity Theory, Lockes Goal Setting Theory and Job
Characteristic Theory etc.

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Clearly Job satisfaction and motivation cannot be considered as a substitute for
motivation, anyhow these are related concepts. Few theories related to job
satisfaction are based on the motivation theories and some of them may be
perceived as job satisfaction theories. Hence it can be said that both theories of job
satisfaction and motivation are strongly related with each other.
2.4.1. Major Content Theories:
Content theories largely deal with finding the satisfaction levels of some particular
needs, and their priority. These theories are still significant for considering what
motivates employees at work (Luthans, 1995).
2.4.1.1. Maslows Hierarchy of Human Needs:
A.H. Maslow described the hierarchy of human needs model during the period of
1940-50s. Maslows hierarchy of needs is most important one of the elementary
motivation theories. According to Maslows theory, human needs separated into five
categories. These categories include all human activities, which are Physiological
or Basic Needs, Security or Safety Needs, Belonging or Affection Needs,
Esteem or Ego Needs and Self-Actualization Needs. According to Maslow, people
are likely to satisfy their needs, in a definite order of priority; within each level,
there are needs that employees would like to be satisfied. For example, when
physiological and security needs are satisfied, superior needs that are belonging,
esteem, and self-actualization become significant.
In other terms, the supposition of this model is that, only feelings contented, to a
specific level, in relation to needs of a lower level creates a want to execute a need
on a higher level (Sypniewska, 2013). Each worker of an institute would favor to
move about to the next level after achieving the needs in the low level, afterward,
the old need loses its significance because it is satisfied. Five basic human
categories of Maslows hierarchy are as follows in detail aspect:

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Physiological or Basic Needs: This is the primary level of needs in the Maslows
hierarchy of needs model. In this stage of hierarchy, these are essential to be
fulfilled in order to continue active. Physiological needs consist of food, water, drink,
protection, affection, sleep and other factors necessary for continued existence.
Security or Safety Needs: These are the desires in the next level of the hierarchy,
which include self-defense, physical surroundings, law, restrictions, prevention of
harm, strength, independence from emotional suffering and prerequisite for the
future.
Belonging or Affection Needs: This is the third stage of needs that an employee
would similar to to accomplish. These needs are friendships, and federation of
people for a variety of activities, warmth, love, family unit, associations and work
group etc. Belongingness needs narrate to requirements for familiarity and love.
Esteem or Ego Needs: The fourth stage of needs consists of self-esteem,

accomplishment, ma liberty, rank, dominance, esteem and supervisory
responsibility, ownership, power and getting admiration by other staff. These types
of requirements can be faced in occupation and social life.
Self-Actualization Needs: These are the fifth and the highest level of needs, which
are self-fulfillment, realizing individual probable, looking for individual development
and experiences. These kinds of wants correspond to create the fullest of
capabilities, to build up one self and to be innovative in the work place (Gereker,
1998).
2.4.1.2 Hertzbergs Two Factor Theory
The study conducted by Hertzberg described that what people in fact want from
their jobs. They have to explain work situations in which they feel good or bad with
reference to their jobs. The feedback established was then grouped into positive or
negative responses. The factors related to job satisfaction and job dissatisfaction
were recognized. The characteristics linked to job satisfaction integrated
development, appreciation, the work itself, accomplishment, growth and
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responsibilities. Hertzberg recognized these characteristics as Motivators.
The factors associated to dissatisfaction which incorporated work conditions,

supervision, interpersonal relationships, company policy and administration were
recognized as Hygiene factors (Robbins, 2001:75-76).
According to Mullins (2002:647-648), Hertzbergs two- factor theory is successfully a

theory of job satisfaction. In addition, Baron and Greenberg (2003:156-157), state
that Hertzbergs Two Factor Theory also recognized as the Motivator Hygiene
theory that focuses on factors that are accountable for job satisfaction and job
dissatisfaction. There are some factors that would promote job satisfaction if they
are present, but mind-set of dissatisfaction when they are missing.
Herzberg argued that this is not the case. He advocated this in his Two-Factor
Theory, that job satisfaction and dissatisfaction in fact originates from different
sources (Baron & Greenberg, 2003:155-156).
These factors or characteristics were referred to as hygiene factors or safeguarding

factors. They do not in fact add to work satisfaction and consequently have an
insignificant motivational worth (Van der Westhuizen 1991:199- 201). Though
Hertzbergs model has contributed very optimistically towards research, critics have
been incapable to empirically prove the model with any trustworthiness. in addition,
critics have indicated that the model does not stipulate how motivators and hygiene
factors can be measured (Daft and Noe 2001:172-173).
2.4.1.3. Lockes Value Theory:
In regard to this theory (Baron and Greenberg 2003: 155-156), the effect of the
different factors of job satisfaction can be find out if we recognize the worth anyone
places on a specific work-related outcome. The larger the worth placed on every
factor, the better the move in satisfaction change will be shaped.

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This theory also suggested that if too much worth is placed on a specific factor;
stronger feelings of dissatisfaction will be experienced. Lockes theory is hence
versatile and to a great extent definite to each person. This can be explained in the
subsequent instance: Two educators that execute the similar assignment at the
similar place of work may experience the identical level of satisfaction but in
entirely unlike ways. The one educator may be greatly influenced by the physical
characteristic of the job at the same time as the other educator may be influenced
by the challenge and diversification inbuilt in the job (Locke, 1976:158).
2.5. Factors affecting Job Satisfaction:
Job satisfaction is affected by a number of factors and is concerned with several

attitudes.
However the most important factors that are derived from literature review are
discussed as follows;
2.5.1. Nature of job:
A workforce part might be completely pleased with the job environment and the
people they work along with; however they may be tired of the work assigned to
them. The work itself plays a significant role finding how satisfied an employee is
with his or her job nature, (Arnold and Feldman 1996:88).
Arnold and Feldman (1996:88-89), in addition stated that human resources should
be entrusted with a little self-sufficiency in how they take out their responsibilities,
which will ultimately lead him towards job satisfaction. It will carry about
uniqueness and independence in executing job related tasks.
Furthermore, a number of staff members may sight their job as boring and less
interesting. Nel et al (2004:552-553), demonstrated that people would somewhat

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desire a job that is fascinating, demanding and would generate opportunities for self
personal growth and acknowledgment.
Working conditions are based on the physical and group environment at the work.
People desire to work in a relaxed, secure surroundings, a fresh, up to date and
enough-equipped environment (Sun, 2002) For example, people might be
concerned when they are troubled by unanticipated noise such as telephones,
conversations or crowding (Bridger & Brusher, 2011) and lack of temperature or
illumination causes stress (MacMillan, 2012).
The employee would relatively wish for working conditions, which will end result in
substantial calm and convenience. The nonexistence of such sort of working
conditions, along with other stuff, can contact inadequately on the employees
psychological and material welfare, (Baron and Greenberg, 2003:159-160).
Robbins (2001: 453-455) suggested that working conditions will persuade job
satisfaction, as workers are anxious with a relaxed physical work surroundings. In
this regard it will leave a more optimistic rank of job satisfaction.
Arnold and Feldman (1996:90-91), advocated that factors such as warmth,

illumination, freshening, cleanliness, sound, operational hours, and resources
structure all element of working conditions. Researchers may believe that reduced
working conditions will only rouse unconstructive performance; because their jobs
are psychologically and bodily demanding.
However, Arnold and Feldman (1996:90-91), warns that if working conditions are too
good or the intense, this might be taken for established or overlooked by most
workforce. In such a case the worker does not actually be thankful for his fine
working conditions, or if it is the opposing, this may perhaps not problem or
influence him.

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In addition, the worker may use reduced working conditions as an reason to get
back at supervision since they may consider that supervision does not value or
recognize their hard work , Arnold and Feldman (1996:90-92).
Having recognized a range of sources of job satisfaction, it is essential to study how

these factors persuade an employees performance. This is able to a necessary
feature for the organization, as the fluctuations in job satisfaction levels be capable
of impacting negatively or positively on employees jobs.
2.5.3. Career Growth/Promotion opportunities and Job satisfaction
Mostly among all employees typically there exist the desires to work for such a
company that offer him good promotion opportunity. Where employee has the sense
that his work related efforts may lead him towards growth within the organization or
he may have other career opportunities. Researches has shown when employees
have got the feelings that he or she is capable of promotion or can build his career
then they are more satisfied as compared to those employees who have a feeling of
not getting promoted at all (Gaertner & Nollen, 1992) .
Moreover, it has been found that career growth or promotion opportunity is one of
the top five things that mostly employees want from their jobs ( Heathfield, 2000). A
sense of satisfaction is automatically developed when employees got the chance to
be promoted as it creates the feelings among them that their work is being
considered worthwhile.
This thing is quite reasonable that employees will be satisfied if they know that the
organization with which they are associated may provides them growth
opportunities which are ultimately helpful in their career building.
Researchers have found that positive work related outcomes can be achieved by
organizations through providing their employees career advancement
opportunities.For instance, Bigliardi, Petroni, and Dormio (2005) demonstrated that

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design engineers showed the low intension to leave the organization when an
adequate range of growth opportunities were being offered to them. Bigliardi et al.
(2005) focused on variety of career opportunities that an organization can offer to
its employees may result in low employee turnover. Moreover he found that
employee satisfaction can be improved through managers by providing their
subordinates with supervisor support for career growth and by introducing
organizational career opportunities for employees.
The overall job satisfaction among employees who choose to stay in the
organization shows the increased career opportunities within the organization
(Gaertner and Nollen, 1992).However those employees who left the organization
due to low satisfaction may have good career opportunities from outside the
organization that are being offered to them. Moreover, studies have shown that
employees commitment to work is highly associated with growth opportunities
within the organization. Also employee career building within the organization helps
to decrease employee turnover as employees can see their bright future while
working in the same organization.
In the Korn/Ferry International study, approximately half (48%) of employees

described that their organizations culture is based on merit promotions. While
(41%) of employees demonstrated that their organizations culture is based on
favoritism which ultimately cause employee dissatisfaction and high employee
turnover (Executive want, 2004).
Summing up, employees who are offered with opportunity to build their career
within the organization are perceived to be satisfied with their work and they show
strong commitment to their jobs.
Hypothesis: Career opportunities in an organization are positively related to

employee satisfaction.
Workers that have an improved relationship with their coworkers are more probable
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to be contented with their job (Yang, et al., 2011). According to Locke, employees
like better to work with people being sociable, encouraging, and accommodating
(Baar, 2011). Since people spend mainstream of their times with coworkers, if
colleagues make them pleased, this may have activist impact on their job
satisfaction (Beiktas, 2009).
Even though studies point out the motivational aspects of pay that are sound
recognized, the perception that high pay leads to high levels of satisfaction is not
exclusive of argue. In the review, the text indicated that job satisfaction is not
enlarged by a single particular factor and there might be added factors that add
more powerfully to job satisfaction.
Moreover, pay does not have a constant linear connection with job satisfaction.
Traditionally researchers recommended salary level was only slightly connected to
satisfaction (Hoppock, 1935; Herzberg 1966; Judge, Piccolo, Podsakoff, Shaw, &
Rich, 2010) and the connection seemed to be associated further to observation of
fairness and justice than real salary sum (Smith, Kendall, & Hulin 1969; Spector,
1997; Vroom, 1982). Additional researches point out towards that salary amount is
not vital for job satisfaction but it is somewhat the comparison income that the
worker is setting up as referential point. Clark and Oswaleds (1996) research
sustain this concept and specify that job satisfaction depends on earnings in relation
to a comparison or reference level but not the salary total. This advocate that
even if the salary of a worker in an organization is higher as compared to those of
other employees yet he or she will feel dissatisfied if he/she thinks that workers with
same qualification are getting more compensation and benefits in other
organizations.
The results showed that the level of income simply influence the level of job
satisfaction. However, when the researchers seemed at an employees position in
an organization, they establish a strong connection with job satisfaction and
concluded that grade enlarged contentment to a great extent when assess up to
higher salaries. The researchers explained in regard to this association and
indicated that grade influenced how recognized employees were perceived with
their professional accomplishments. In a comparable study carried out on nurses,
Shields and Ward (2001) suggested that the deficiency of opportunities for career
development or the chances of promotion have an effect on the job satisfaction of
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employees as compared to the size of the salary.
Lastly, researches specify that move up salaries can only persuade jobs with low-
level income instead of the high level ones and in some scenarios may have a
negative impact on job satisfaction. Hence, there might be some indication to
propose that the connection is not linear, but is somewhat a curvilinear one. For
instance, Bender and Heywood (2006) establish that university professors who
collect high earnings in contrast with other jobs- encompass low job satisfaction for
the reason that they feel that PhD holders who are employed in industry be paid
more than them. Such assessment may influence job satisfaction due to the feelings
of unfairness.
2.5.6. Increased Workload:
It is the common practice among several employers to take more work from
reduced staff. This increases the employee workload as well as employee
commitment and interest to work. However it has been resulted into budget cut offs
for employers and an increase in productivity on temporary basis. But many
researchers have demonstrated that this increased workload for employees may
result in decreased productivity and reduced job satisfaction in long run (Koretz,
2003).
According to Steve Newhell, managing director of DDI, an international human

resource consultancy, it has been seen business cut out the layers of staff and the
responsibilities used to be increased for remaining employees due to less
investment on employee coaching and training.
With the perspective of Newhall, stress has been experienced by middle managers
mostly because of the thing that they are supposed to go at work even when they
are not feeling well to ensure that things must go on. Two-third of them has lost
sleep due to the work demands and they believe that continuous work demands
have severe affects on their health. People dont ever seem to smile anymore,
says Newhall. (Maitland,2003,p.16).
Technology professionals, like many American workers, have been dealing in

increased workload, uncertainty, wages 6eezes work pay cut for so long , they , Also
prepared in SRST signs of economic improvement quit. In a study by the Robert Half
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Technology, business, technology management personnel, 55 percent said Workload
has increased over the past twelve months. However, the median wage remains
unchanged this year. According to Information Week Research National IT Salary
Investigation (McGee, 2003)
2.5.7. Work Life Balance:
By giving employees somewhat as trouble-free and more power to control their

time, to a great extent increase their job satisfaction. In a latest study prepared by
OfBceTeam, a top recruitment service specialized in training managerial
professionals, it was set up that 33% of those surveyed felt that more elasticity in
their timetable would enhance their job satisfaction the mainly ("The Keys to
Happiness", 2003).
"Organizations that have come up with staff cutback are depending greatly on
remaining employees with extended responsibilities," says Liz Hughes, vice
president of OfBceTeam. "But most of the times that means longer hours, which
may direct to be exhausted. A flexible job schedule can lessen anxiety and permit
for a larger work-life balance for staff' ("The Keys to Happiness", 2003, p. NA).
Companies that give attention on enhancing the quality of work-life plans for their
employees will perceive the benefits on the whole business results of their
association. Studies have shown that associations who encourage a fit work-life
balance practiced rise in their productivity, employee dedication and satisfaction,
and an improved aptitude to magnetize new staff. This payback far compensates
the costs of executing such sort of programs.
The idea of job security has been evolved with the aim of ensuring the stability and
continuity of employment and avoiding random employment terminations.
Employees self-confidence in future and their not being dispossessed of earning

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income is one of the most vital rights of them (Ko, 2005, p. 20; Ulucan, 1982, p.
184). One of the major purposes of modern labor law is to protect these basic rights
of employees and to prevent the employees from losing their jobs without a legal
reason (Szek, 2006, p. 430).
In this regard, job security grant social benefits and it also purpose as a significant
motivational tool for enlarging employees optimistic feelings towards their jobs.
Throughout the world, job security is confined by labor laws. On the other side,
because of some limitations like flaw in enforcement of laws, it is difficult to
preserve job security for employees in the real sense.
The atmosphere of economic uncertainty leads employees towards more powerless

since in such an environment, associations be likely to defend themselves or defend
against protective regulations, which boost employees work stress and have impact
on their psychology deeply. (nder and Wasti, 2002, p. 639). A research done in the
USA demonstrated that fear of being fired from job can affect employees emotional
and bodily health critically. Consequences of the national survey carried out by
University of Michigan Institute for Social Research exposed that 25% of employees
are concerned about losing their jobs.
The matter of fairness is considerably the most demanding aspect for organizations.
It is hard to describe the perception of fairness as it is not a psychometric property
and may not be statistically or independently determined (Cascio, 1998). Studies
have recognized that peoples observation of fairness and justice are mainly based
on their norms and values (Cascio, 1998; Greenberg, 2001; Huysamen, 1995;
Potgieter & Van der Merwe, 2002). What people suppose to be fair depends on their
continual experience to definite standards and expectations that outline the basis of
fairness considerations. If performance conform to these expectations it is supposed
fair, while a desecration of these expectations is considered unfair (Beugre, 2005;
Greenberg, 2001).

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CHAPTER 3: METHODOLOGY AND METHODS
3.1. Introduction:
The aim of this research study is to critically identify the factors contributing to
employee job satisfaction in Small and Medium Enterprises SMEs in Pakistan. In
order to accomplish this purpose, definitely there exists the need to plan the right
methodology for smooth and reliable working of research study. Research can be
regarded as the systematic process of collecting the data from targeted population
and then finally analyzing the data to reach some results which are considered to be
helpful in decision making of concerned authorities.
For this purpose, it is very critical to plan the right methodology that must have
alignment with the research purpose and objectives. The methodology alignment is
important in order to ensure the validity and reliability of data to be collected from
valid sources. This surety ensures that most suitable analysis techniques has been
utilized and helps the researcher to be in a position to reach some fruitful findings in
order to make the research study more significant.
Hence this chapter of study is planned to demonstrate the methods that are being
selected and implemented in this research study. Also the grounds of selecting
certain methods while there are a number of choices and alternatives to be
considered about.
3.2. Population and Sampling
Small and Medium Enterprises (SMEs) are regarded as the independent firms which
give employment to fewer persons than a given number of employees. This limit of
employees varies across the countries. While the most frequent practice related to
employees limit among the SMEs is up to 250 employees.

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Leedy (1997:208-210) suggested that a population can be regarded as a group of
individuals or objects that most probably have the same features and releated to
the interest of the researcher.
As the objective of the study is to determine the factors that contribute to job
satisfaction in SMEs of Pakistan, hence the population being considered for the
accomplishment of this purpose is employees working in different departments of
Small and Medium Enterprises (SMEs).
By considering the research requirements a substantial sample needs to be selected

in order to get more generalized results that represent the whole population. For
this purpose a sample of 105 employees working in different SMEs has been
selected by the researcher. A number of SMEs has been selected in order to
represent the diversity of the population so that there would be less chances of
sampling error.
After selecting the population and taking sample to be considered for the research,
it is quite important to depict the instruments being selected for research study.
These instruments will be executed in order to collect data.
3.3. The Research Instrument:
3.3.1. The Questionnaire:
For the purpose of collecting information, the researcher has selected the
questionnaire as a tool to serve as a research instrument for the research study.
According to Vos et al (2001:152), a questionnaire is defined as a series of questions
intended for the candidate and required to be filled by them.

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As a number of instruments are used for determining the factors contributing to job
satisfaction, the questionnaire is one of these instruments to serve this purpose.
The section A in (Appendix B) is consisted on biographical questions to be asked to
the respondent such as Name, Age, Qualification, occupation, organization and
designation.
The section B in (Appendix 2) is consisted on the questions to be replied with the

answers selecting from the given points such as; 5 = strongly agree with the
question statement, 4 = agree with the question statement, 3= undecided that
neither agree nor disagree with the statement of question, 2= disagree with the
question statement, and finally 1= strongly disagree with the question statement.
The reason for using the Questionnaire based on MCQs , as an instrument for
research study is that respondents feel more comfortable to respond to close ended
questions and they are required to select an option just. While on the other side
respondents usually discourage to respond to the open ended questions as it is
more time consuming process.
In addition to this, MCQs based questionnaire has a distinctive advantage of being

simpler, faster and easier to manage. Each respondent will be required to answer
the 44 questions ( Appendix B), by ticking the box that is considered by the
respondent to be more suitable for his or her response towards that particular
question.
For this purpose the dimensions for MCQs are as follows;
Dimensions Questions Asked

1.Nature of work Covered in questions 1-5
2.Working Conditions Covered in questions 6-8
3.Growth Opportunities Covered in questions 9-13
4. Workload Covered in questions 14-18
5.Workplace Relations Covered in questions 19-20

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6.Compensation and Benefits Covered in questions 21-23
7. Fair Treatment Covered in questions 24-27
8.Work Life Balance Covered in questions 28-31
9.Job Security Covered in questions 32-34
10.Job Satisfaction Covered in questions 35-44
3.4. Instrumentation and Measurements:
3.4.1. Nature of Work:
A measure which is supposed to be used by the researcher to measure the nature of

work is questionnaire. As by having review of the literature, no measure was found
standardized in order to measure the nature of work as a factor contributing to job
satisfaction. The sample statements regarding the nature of work, that were asked
from respondents includes 1.My work gives me a feeling of personal
accomplishment 2.My job makes good use of my skills and abilities 3.My work is
meaningful 4.I feel that the work I do is important and 5.I enjoy telling others
about nature of my work. Five points scale was used in order to measure the
responses i.e. 5 =strongly agree, 4= agree, 3= not decide, 2= disagree, 1= strongly
disagree. The calculated cronbachs alpha value was .775
A measure which was, supposed to be used by the researcher to measure the

working conditions is questionnaire. As by having review of the literature, no
measure was found standardized in order to measure the working conditions as a
factor contributing to job satisfaction. The sample statements regarding the nature
of work, that were asked from respondents includes 1. My workplace is well
maintained. 2. My workplace is a physically comfortable place to work 3.My
workplace is safe4. I am satisfied with my workplace working conditions. Five

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points scale was used in order to measure the responses i.e. 5 =strongly agree, 4=
agree, 3= not decide, 2= disagree, 1= strongly disagree. The calculated cronbachs
alpha value was .695
3.4.3. Growth opportunities:
A measure which was supposed to be used by the researcher to measure the

growth opportunities is questionnaire. As by having review of the literature, no
measure was found standardized in order to measure the growth opportunities as a
factor contributing to job satisfaction. The sample statements regarding the growth
opportunities, that were asked from respondents includes 1. I have adequate
opportunities for professional growth in my organization. 2. I receive the training I
need to do my job well3 my manager is actively interested in my professional
development and advancement. 4. I am encouraged to learn from my mistakes.
5. My work is challenging, stimulating, and rewarding. Five points scale was used
in order to measure the responses i.e. 5 =strongly agree, 4= agree, 3= not decide,
2= disagree, 1= strongly disagree. The calculated cronbachs alpha value was .822
3.4.4. Work Load:
A measure which was supposed to be used by the researcher to measure the Work
Load is questionnaire. As by having review of the literature, no measure was found
standardized in order to measure the work load as a factor contributing to job
satisfaction. The sample statements regarding the work load that were asked from
respondents includes 1. I consider myself to be in high pressure at workplace 2. I
feel I have too much responsibility for one person 3.I feel exhausted at the end of
the day4. I feel workload is hurting my health 5. I am not satisfied with my
workload in general Five points scale was used in order to measure the responses
i.e. 5 =strongly agree, 4= agree, 3= not decide, 2= disagree, 1= strongly disagree.
The calculated cronbachs alpha value was .595

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Working Relations is questionnaire. As by having review of the literature, no
measure was found standardized in order to measure the working relations as a
factor contributing to job satisfaction. The sample statements regarding the working
relations, that were asked from respondents includes 1. There is good co-operation
between the colleagues at my workplace. 2. I do get help and support from my
colleagues3.I am satisfied with my relationships with my peers. Five points scale
was used in order to measure the responses i.e. 5 =strongly agree, 4= agree, 3=
not decide, 2= disagree, 1= strongly disagree. The calculated cronbachs alpha
value was .595

Compensation and Benefits is questionnaire. As by having review of the literature,
no measure was found standardized in order to measure the Compensation and
Benefits as a factor contributing to job satisfaction. The sample statements
regarding the compensation and benefits, that were asked from respondents
includes 1.I am paid fairly for the work I do 2. My salary is competitive with
similar jobs I might find elsewhere 3.My benefits are comparable to those offered
by other organizations 4 I am satisfied with my benefit package Five points scale
was used in order to measure the responses i.e. 5 =strongly agree, 4= agree, 3=
not decide, 2= disagree, 1= strongly disagree. The calculated cronbachs alpha
value was .813
A measure which was supposed to be used by the researcher to measure the Fair
Treatment is questionnaire. As by having review of the literature, no measure was
found standardized in order to measure the fair treatment as a factor contributing to
job satisfaction. The sample statements regarding the fair treatments, that were
asked from respondents includes 1. I am always treated fairly by my manager
2.The organization's policies for promotion and advancement are always fair 3.
Favoritism is not an issue in raises or promotions 4. Everybody is treated fairly in
this organization Five points scale was used in order to measure the responses i.e.
5 =strongly agree, 4= agree, 3= not decide, 2= disagree, 1= strongly disagree. The
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calculated cronbachs alpha value was.753

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3.4.8. Work Life Balance:
A measure which was supposed to be used by the researcher to measure the Work
Life Balance is questionnaire. As by having review of the literature, no measure was
found standardized in order to measure the Work Life Balance as a factor
contributing to job satisfaction. The sample statements regarding the Work Life
Balance, that were asked from respondents includes 1. The amount of work I am
asked to do is reasonable 2. My job does not cause unreasonable amounts of
stress in my life 3. I am able to satisfy both my job and family/personal
responsibilities. 4. the environment in this organization supports a balance
between work and personal life Five points scale was used in order to measure the
responses i.e. 5 =strongly agree, 4= agree, 3= not decide, 2= disagree, 1= strongly
disagree. The calculated cronbachs alpha value was .678
A measure which was supposed to be used by the researcher to measure the Job
security is questionnaire. As by having review of the literature, no measure was
found standardized in order to measure the Job security as a factor contributing to
job satisfaction. The sample statements regarding the Job securitie, which were
asked from respondents includes 1. I believe my job is secure 2. I will easily find
any other job if I lose this one 3. I think I might lose job in near future Five points
scale was used in order to measure the responses i.e. 5 =strongly agree, 4= agree,
3= not decide, 2= disagree, 1= strongly disagree.
3.4.10. Job Satisfaction:
A measure which was self developed, supposed to be used by the researcher to

measure the Job satisfaction. As by having review of the literature, no measure was
found standardized in order to measure the Job satisfaction as a factor contributing
to job satisfaction. The sample statements regarding the Job satisfaction, which
were asked from respondents includes 1 I am satisfied with my nature of work. 2I
am satisfied with my workplace working conditions. 3 I am satisfied with growth
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opportunities in my organization.4. I am satisfied with my workload. 5 I am
satisfied with my relationships with my peers. 6 I am satisfied with my benefit
package 7 I am satisfied with fair treatment in my organization 8 I am satisfied
with work life balance facilitated by my organization 9 I am satisfied with my job
security 10 Overall, I am satisfied with my job.
3.5. Data Collection:
At the very first step, the researcher had to met the directors/ senior management
of different SMEs to ensure that the support of the executive team is available in
order to get completion of questionnaires need to be filled by employees/targeted
population. This session of meeting with executive management of SMEs helps to
increase the employees willingness to response towards the survey to be
conducted in their organization. Also it helped to ensure the executive management
that the questions being asked in the survey are totally relevant to the survey topic.
Moreover, the sample questionnaire was being shown to the management for their
support and surety of relevance.
In next step, For the purpose of data collection, the questionnaire consisting of
section A and section B was distributed among the employees of different SMEs.
Some of the qualitative data is also included in the study in order to get the
employees comments and suggestions that what could be done by their
organization to increase their overall job satisfaction while working in that specific
organization.

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CHAPTER 4: ANALYSIS AND RESULTS
4.1 Introduction
The aim of this research study is to critically identify the factors contributing to
employee job satisfaction in Small and Medium Enterprises SMEs in Pakistan. In
order to accomplish this purpose, it was quite critical to choose a range of statistical
tests to justify the results. For this reason, very carefully the range of statistical
tests that were most suitable for this research study was being selected. After
thinking on each option carefully the tests needed to be applied were finalize in
order to get more worthy results from the research study with an intention that the
results would be worthwhile and helpful for taking decisions under various situations
by different stakeholders of the study.
This chapter of the research study consists of the statistical tests being applied to
the study and the interpretation of the results found thereof. For the purpose of data
summarization the descriptive statistics are being applied through the usage of
frequency bar charts.
In addition, for the purpose of checking that how much the data is reliable or the
overall reliability of each variable of the research study, the Cronbachs alpha was
calculated.
Moreover, in order to measure the mutual relationship between different variables

of the study, the correlation statistics is being applied. Also for the purpose of
finding that how much each independent variable can bring variance to the
dependent variable, the regression statistics were being applied through SPSS
(statistical software).
The Bar charts/Bar graphs were being used in order to present the respondents

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profile or the demographics of respondents.

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4.2 Results
For describing the results of the research study after applying different formulas in
Microsoft excel the both tabular and graphical forms are being used in order to
make the results more obvious for the stakeholders of the study. Respondant are
being simplified according to their age, gender, qualification and designation so that
to make simpler and easier and most importantly to reduce in complexity of the
related responses. Data has been gathered against different posts and different
organizations.
Firstly, the results associated to the response rate are being shown below in the
form of pie chart for clear understanding;
4.2.1. Response rate
Table 1 Response Rate
Total questionnaires distributed 125
Filled questionnaires returned 105
Response rate 84%
Questionnaire not returned 16%
A total of 125 questionnaires were being distributed among the permanent

employees of different SMEs in Pakistan. Out of this total of 125, the 105
questionnaires were completely filled with no missing value and returned to the
researcher. So the response rate in this regard was 84%.
Also the rate of questionnaires which were not returned to the researcher or were

Pakistan Page 46
partially filled was 16%. This may happened due to the reason that the respondents
committed to return back after filling the complete information on another day but
unfortunately could not.
Figure 1: Response Rate
Response rate 16% Filled Questionnaires retured
Questionnaires not returned 105
For the purpose of the showing the response rate graphically, the pie chart is being
drawn as shown above, in which the width of the chart shows the relative
percentage of those questionnaires which were filled and returned that is 84%.Also
the percentage of those questionnaires that were not properly filled or returned
back that is 16%.
4.2.2. Respondents Profile
4.2.2.1. Gender Distribution
Table 2: Gender Distribution
Gender Count Percentag

e
Male 66 62.9%
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Female 39 37.1%
The above shown Table 2 predicts the number of male respondents and that of
female respondents. According to the table out of the total respondents of 105, the
male respondents are 66 and their associated percentage is 62.9%. Similarly the
female respondents are 39 of the total of 105 and their associated percentage in
this way is 37.1%.The respondents gender distribution is also presented with the
help of bar charts as shown above. The height of the bar depicts the associated
percentage of the respondent gender.
Figure 2: Gender Distribution

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4.2.2.2. Age of respondents
Age Count Percentag

e
below 25 40 38.1%
26-35 44 41.9%
36-45 21 20.0%
above 46 0 0%
The next variable that comes in the respondents demographics is respondents age.
As shown in above table the respondents segregation regarding their age is in a
way that 38.1% respondents falls in the category of below 25 years of age, and the
respondents who falls in the age of 26-35 years are of 41.9%, 20.0% respondents
falls in the category of 36-45 years of age. And no respondent lies in the last
category that is above 46 years of age.
The graphical representation of respondents age can also be seen. The graph
shows that major percentage of respondents falls under the category of 26-35 years
of age by having the highest bar in the graph. Further the height of the bars shows
the relative proportion of each category of the respondents age.

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4.2.2.3. Qualification of respondents
Table 4: Qualification of respondents
Qualification Count Percentage
Intermediate 3 2.9%
Bachelors 52 49.5%
Masters 50 47.6%
The table 4 shows the qualification of the respondents. The qualification variable as
the values as of intermediate, bachelors and masters. Here 3 respondents falls in
the category of respondents that have intermediate qualification and their
associated percentage is 2.9% in this way. Similarly 52 respondents are those
having the bachelors qualification with a percentage of 49.5%. And 50 respondents
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are those who fall in the Masters category of qualification with associated
percentage of 47.6%.
The respondents qualification is also shown in graphical form. The above graph
depicts that the highest percentage of the respondents associate to the category of
Bachelors, as this category has the highest bar in the graph. After that the
respondents mainly associate to the bachelors category of qualification and then a
minor number of respondents associate with the intermediate category of
qualification as shown in the graph.
4.2.2.4. Organizations
Table 5: Organization
Organization Count Percentage
A.T.waste management 13 12.4%
Attiq Associates 6 5.7%
SONY 28 26.7%
Sohail Associates 5 4.8%
DLI 10 9.5%
Chart co 4 3.8%
Mega Service Center 4 3.8%
SKEP 35 33.3%
Figure 5: Organization

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The above table shows the organizations in which the respondents are employed.
According to this 13 respondents are employed in A.T.waste management, 6 in Attiq
Associates, 28 in SONY , 5 in Sohail Associates, 10 in DLI, 4 in Chart co , 4 in Mega
Service center and 35 are employed in SKEP.
The bar graph shows the associated percentage of the organization with reference
to the number of respondents being employed in that particular organization. Here
12.4% respondents are of A.T.waste management organization, 5.7% of Attiq
Associates, 26.7% of SONY, 4.8% of Sohail Associates, 9.5% of DLI, 3.8% of Chart
co, 3.8% of Mega service center and 33.3% of SKEP. As the height of the graph bars
depicts that the highest percentage of the respondents is associated with SKEP
organization that is 33.7% and then SONY has major portion of respondents that is
26.7%.
4.2.2.5. Designation

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Table 6: Designations
Designation Count Percenta

ge
Officer Level 39 37.1%
Supervisor 38 36.2%
Middle Manager 22 21.0%
Manager 6 5.7%
Interpretation
Table 6 shows the designation of the respondents. According to the table 39

respondents are of Officer Level with associated percentage of 37.1%, 38
respondents are of supervisor level having percentage of 36.2%, 22 respondents are
middle managers with a percentage of 21.0% and 6 respondents are of managerial
level with a percentage of 5.7%.

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The height of the bars in the graph depicts the relative proportion of respondents
with reference to their designations. The highest percentage of respondents is of
officer level as it has the highest bar in the graph showing its greater proportion.

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RESULT OF QUESTIONNAIRES
Factors Contributing For The Growth Of Job Satisfaction In SMEs Sector Of Pakistan Page 47
Nature of Work:
Results:
1. My work gives me a feeling of personal accomplishment
Table 7: My work gives me a feeling of personal accomplishment
Strongly agree 38%
Agree 43%
Undecided 10%
Disagree 5%
Strongly disagree 5%
The results have shown that 43% of the respondents agree with this statement. While 5% respondents are disagree
with this statement.
Figure 7: My work gives me a feeling of personal accomplishment
Strongly agree Agree Undecided Disagree Strongly disagree
2. My Job makes good use of my skills and abilities.

Table 8: My Job makes good use of my skills and abilities.
Figure 8: My Job makes good use of my skills and abilities.
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3. My work is meaningful.
Table 9: My work is meaningful.
Strongly agree 29%
Agree 35%
Undecided 19%
Disagree 10%
Figure 9: My work is meaningful
4. I feel that the work I do is important.
Table 10: I feel that the work I do is important.
The results have shown that 46% of the respondents agree

with this statement. While 4% respondents are disagree with
this statement.
Figure 10: I feel that the work I do is important.
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5. I enjoy telling others about nature of my work.
Table 11: I enjoy telling others about nature of my work.
Figure 11: I enjoy telling others about nature of my work.
Interpretation:
The above results show that H1 is true that is there is association between nature of work and job satisfaction.
Working Conditions:
Results:
1. My workplace is well maintained.
Table 12: My workplace is well maintained.
Strongly agree 37%
Agree 39%
Undecided 14%
with this statement. While 5% respondents are disagree with
this statement. Disagree 5%
Figure 12: My workplace is well maintained.

2. My workplace is a physically comfortable place to work.
Table 13: My workplace is a physically comfortable place to work.
Strongly agree 28%
Agree 44%
Undecided 10%
Disagree 10%
with this statement. While 10% respondents are disagree
Figure 13: My workplace is a physically comfortable place to work.
3. My workplace is safe.
Table 14: My workplace is safe.
Strongly agree 36%
Agree 39%
Undecided 19%
Disagree 5%

with this statement. While 5% respondents are disagree with this statement.
Interpretation:
The above results show that H1 is true that is there is association between Working Conditions and job
satisfaction.
Figure 14: My workplace is safe.
Growth opportunities:
Results:
1. I have adequate opportunities for professional growth in my organization.
Table 15: I have adequate opportunities for professional growth in my organization.
Figure 15: I have adequate opportunities for professional growth in my organization.
2. I receive the training I need to do my job well.
Table 16: I receive the training I need to do my job well.
Strongly agree 24%

Agree 30%
Undecided 18%
Disagree 14%
Figure 16: I receive the training I need to do my job well.
3. My manager is actively interested in my professional development and advancement.
Table 17: My manager is actively interested in my

professional development and advancement.
Figure 17: My manager is actively interested in my professional development and advancement.
4. I am encouraged to learn from my mistakes.
Table 18: I am encouraged to learn from my mistakes.
Figure 18: I am encouraged to learn from my mistakes.
5. My work is challenging, stimulation and rewarding.
Table 19: My work is challenging, stimulation and rewarding.
Figure 19: My work is challenging, stimulation and rewarding.
Interpretation:
The above results show that H1 is true that is there is association between Growth Opportunities and job
satisfaction.
Work Load:
Results:
1. I consider myself to be in high pressure at workplace.
Table 20: I consider myself to be in high pressure at workplace.
Figure 20: I consider myself to be in high pressure at workplace.
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2. I feel I have too much responsibility for one person.
Table 21: I feel I have too much responsibility for one person.
Strongly agree 28%

Agree 30%
Undecided 17%
Disagree 24%
Figure 21: I feel I have too much responsibility for one person.
3. I feel exhausted at the end of the day.
Table 22: I feel exhausted at the end of the day.
Strongly agree 23%

Agree 25%
Undecided 15%
Disagree 20%
4. My workload is fair.
Table 23: My workload is fair.
Figure 23: My workload is fair.
5. I can easily manage my work load within office timings.
Table 24: I can easily manage my work load within office timings.
Strongly agree 31%

Agree 42%
Undecided 15%
Disagree 6%
Figure 24: I can easily manage my work load within office timings.
Interpretation:
The above results show that H1 is true that is there is association between Work Load and job satisfaction.
Workplace Relations:
Results:
1. There is Good Corporation between the colleagues at my workplace.
Table 25: There is Good Corporation between the colleagues at my workplace.
Figure 25: There is Good Corporation between the colleagues at my workplace.
2. I do get help and support from my colleagues.
Table 26: I do get help and support from my colleagues.
Strongly agree 31%

Agree 49%
Undecided 10%
Disagree 1%
Figure 26: I do get help and support from my colleagues.
Interpretation:
The above results show that H1 is true that is there is association between Workplace Relations and job
satisfaction.
Compensation and Benefits:
Results:
1. I am paid fairly for the work I do.
Table 27: I am paid fairly for the work I do.
Strongly agree 21%
Agree 37%
Undecided 19%
Disagree 15%
The results have shown that Strongly disagree 8% 37% of the respondents
agree with this statement. While 15% respondents are
disagree with this statement.
Figure 27: I am paid fairly for the work I do.
2. My salary is competitive with similar jobs I might find elsewhere.
Table 28: My salary is competitive with similar jobs I might find elsewhere.
Strongly agree 27%
Agree 31%
Undecided 25%
Disagree 13%
Figure 28: My salary is competitive with similar jobs I might find elsewhere.
3. My benefits are comparable to those offered by other organizations.
Table 29: My benefits are comparable to those offered by other organizations.
Figure 29: My benefits are comparable to those offered by other organizations.
Interpretation:
The above results show that H1 is true that is there is association between Compensation & Benefits and job
satisfaction.
Fair Treatment:
Results:
1. I am always treated fairly by my manager.
Table 30: I am always treated fairly by my

manager. Strongly agree 36%
Agree 44%
Undecided 14%
Disagree 3%
Figure 30: I am always treated fairly by my manager.
2. The organizations policies for promotion and advancement are always fair.
Table 31: The organizations policies for promotion and advancement are always fair.
Strongly agree 28%

Agree 42%
Undecided 20%
Disagree 8%
Figure 31: The organizations policies for promotion and advancement are always fair.
3. Favoritism is not an issue in raises and promotions.
Table 32: Favoritism is not an issue in raises and promotions.
Strongly agree 29%
Agree 36%
Undecided 21%
Disagree 10%
Figure 32: Favoritism is not an issue in raises and promotions.
4. Everybody is treated fairly in this organization.

Strongly agree 25%
Table 33: Everybody is treated fairly in this
organization.
Agree 32%
Undecided 24%
Disagree 10%
Figure 33: Everybody is treated fairly in this organization.
Interpretation:
The above results show that H1 is true that is there is association between Fair Treatment and job satisfaction.
Work Life Balance:
Results:
1. The amount of work I am asked to do is

reasonable.
Table 34: The amount of work I am asked to do is

reasonable.
Figure 34: The amount of work I am asked to do is reasonable.
2. My job does not cause unreasonable amount of stress in my life.
Table 35: My job does not cause unreasonable amount of stress in my life.
Figure 35: My job does not cause unreasonable amount of stress in my life.
3. I am able to satisfy both my Job and family/personal responsibilities.
Table 36: I am able to satisfy both my Job and family/personal responsibilities.
Strongly agree 27%
Agree 39%
Undecided 14%
Disagree 14%
Figure 36: I am able to satisfy both my Job and family/personal responsibilities.
4. The environment in this organization supports a balance between work and life.
Table 37: The Strongly agree 13% environment in this

organization supports a balance between work
and life.
Agree 52%
Undecided 10%
Disagree 15%

Figure 37: The environment in this organization supports a balance between work and life.
Interpretation:
The above results show that H1 is true that is there is association between Work Life Balance and job satisfaction.
Job Security:
Results:
1. I believe my job is secure.

Table 38: I believe my job is secure.
Strongly agree 29%
Agree 39%
Undecided 15%
Disagree 10%
Figure 38: I believe my job is secure.
2. I will easily find another job if I lose this one.
Table 39: I will easily find another job if I lose this one.
Strongly agree 20%
Agree 36%
The results have shown that 36% of the

respondents agree with Undecided 24% this statement. While 10%
respondents are disagree with this statement.
Figure 39: I will easily Disagree 10% find another job if I lose
this one.

3. I think I might lose job in near future.
Table 40: I think I might lose job in near future.
Strongly agree 20%
Agree 20%
Undecided 22%
Disagree 19%
The results have shown that 20% of the
respondents agree with this statement. While
20% respondents are disagree with this statement.
Figure 40: I think I might lose job in near future.
Interpretation:
The above results show that H1 is true that is there is association between Job Security and job satisfaction.
CHAPTER 5: DISCUSSION CONCLUSION AND RECOMMENDATIONS
5.1. Introduction
In this chapter well discuss the result we get from applying tools on data which discussed in Chapter four. This
discussion compares the results with that of related previous researches considered in literature review. After
detailed discussion on the phenomenon, conclusions are drawn. Further based on the conclusion thus drawn, policy
recommendations are given for practical Implications in concerned areas. Furthermore future research areas are
suggested in consideration with certain limitations and delimitation of the current study and previous ones.
5.2. Discussion
The overall objective of this study was to determine the impact of Nature of Job, Working condition, Growth
Opportunities, Work load, Workplace Relation, compensation & Benefits, Fair Treatment, Work life Balance and job
security on Job satisfaction. There are numerous studies found to prove these relations that these factors
independently or dependently effecting Job satisfaction. In previous studies it been separately evaluated how these
factors effect job satisfactions but in this study we evaluated collectively how much these factors will effect job
satisfaction.
The results have shown that Nature of Work, Working Conditions, Growth Opportunities, Work Load, Compensation
and Benefits, Work life Balance, Fair Treatment and job security have significant relationship with job satisfaction.
These results are consistent with the results of previous researches.
Result of this study indicates that there is positive relationship between Nature of job and Job satisfaction. This is
also proven in previous researchers. On the other hand almost similar sort of results can be seen If we study the
relationship between working condition and Job satisfaction, which also show working condition have positive impact
on Job satisfaction. It is also been observed in during this study growth opportunities and Compensation & benefits
also contribute in job satisfaction as it proven in previous studies. By analyzing and studying data from SMEs it is
also been observed that Work life balance and job security also contribute into job satisfaction of employees. The
results are in consistency with the previous literature on the topic.
The results of this study show that job satisfaction is not an unachievable point; Company can get it by studying and
implementing these factors to gain it.
5.2.1. Limitations
It is obvious that there may exist lacking while data and information collection for the purpose of research objectives
for a number of reasons. For instance, time limitation is the most vital factor to be considered about that may have
impact on the data and information collection. Another limitation that can be regarded as a critical one is financial
resources that may have affect on literature review. Hence it is important to mention by the researcher that due to
shortage of time and less financial resources the collection of data and information for research study may be
affected.
5.3. Future Research Dimensions
As its mentioned in limitations that this study focus only on SMEs that might resist its results with other
sectors for example Public Sector, Nonprofit organization or Corporate sector by applying these tools in other
sectors will also help us how these factors can effect Job satisfaction in mentioned organization.
The sample size is taken only 120 besides the huge population of this study work in different organization that
might challenge its results to be generalized to the whole population by increasing number of respondent that
may produce result with lower chance of error.
Gathering data from all around Pakistan or from different countries will help us to access the result in better
way or that may produce different result then these results.
5.4. Policy Recommendations
It may be assumed that a number of external factors contribute to employee feelings about his or her job few of
them are discussed in this study. By focusing on these factors firms can increase job satisfaction level of employees
to get maximum from them. Employee will go fully motivated to their work when they feel satisfied to their job. In
any organization HR representative should consider these factors for employees satisfaction as these factors are
many time proven in many studies to be best tool to enhance their feeling toward job.
5.5. Conclusion
The focus of this study is on determining the affect of different factors on employee job satisfaction while treating
the factors Nature of Work, Working Conditions, Growth Opportunities, Work Load, Compensation and Benefits, Work
life Balance, Fair Treatment and job security as independent variables and treating the Job satisfaction as dependent
variable.
On the basis of above concluded results as well as the analysis of the results, it can be concluded that every
contributing factor has significant and strong relationship with that of Job Satisfaction and thus can be concluding as
major factors contributing to employee job satisfaction.
Moreover Job performance and personality (as measured in the model) are related. It appears that the relation
between job performance and the factors mentioned are correlated in certain areas. Research indicates that
cognitive ability is more strongly correlated with task performance than any of the all factors are correlated with task
performance.
The all 10 factors are strongly correlated with cooperating with others and enjoying the overall workplace
experience, which are key components of long-term job success. Being absent from work or working as a team are
correlates of personality that directly affect whether one will succeed in the workplace, and they are strongly
correlated.
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(2011).
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Psychology, 20(2), 291 301.
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Annexure 1 Questionnaire
A Survey on Factors Contributing to Job satisfaction
Dear Participant,
This survey is aimed at identifying/determining the Factors contributing to job satisfaction. It is conducted by the
student of MBA, NCBA&E Lahore as per my MBA Degree completion requirement.
It would not take more than 05 minutes to fill out this survey. It is ensured that all the information provided in this
survey will be kept confidential and anonymous and will be used only for research pruposes. Your cooperation in this
regard will be highly appreciated.
Name (Optional)________________________________
1. Age:
Less than 25 25 35 35 45 Years. 45 Years plus.

2. Gender: Years. Years.
Male Female
3. Qualification:
Matric or Intermediate Bachelors Master Others(specify)

Less s ______
4. Occupation
Businessma Salaried Student Others(specify)_______________

n person
5. Organization: ______________________________________________________________
6. Designation ________________________________________________________________
Please Rate the following statements using the scale given below.
Strongly Agree (SA) = 5 Agree (A) = 4 Undecided (UD) =3 Disagree (DA) = 2 Strongly Disagree (SDA)
=1
S.# Statement SA A UD DA SD
A
Nature Of Work
1. My work gives me a feeling of personal accomplishment.
2. My job makes good use of my skills and abilities.
3. My work is meaningful.
4. I feel that the work I do is important.
5. I enjoy telling others about nature of my work.
Working Conditions
6. My workplace is well maintained.
7. My workplace is a physically comfortable place to work.
8. My workplace is safe
Growth Opportunities
9. I have adequate opportunities for professional growth in

my organization.
10. I receive the training I need to do my job well
11. My manager is actively interested in my professional

development and advancement.
12. I am encouraged to learn from my mistakes.
13. My work is challenging, stimulating, and rewarding.
Work Load
14. I consider myself to be in high pressure at workplace
15. I feel I have too much responsibility for one person
16. I feel exhausted at the end of the day
17. My workload is fair.
18. I can easily manage my work load within office timings.
Workplace Relations
19. There is good co-operation between the colleagues at my

workplace.
20. I do get help and support from my colleagues
Compensation and Benefits
21. I am paid fairly for the work I do.
22. My salary is competitive with similar jobs I might find

elsewhere
23. My benefits are comparable to those offered by other
organizations.
Fair Treatment
24. I am always treated fairly by my manager
25. The organization's policies for promotion and

advancement are always fair.
Work Life Balance
31. The environment in this organization supports a balance

between work and personal life.
Job Security
32. I believe my job is secure.
33. I will easily find any other job if I lose this one
34. I think I might lose job in near future
Job Satisfaction
35. I am satisfied with my nature of work.
36. I am satisfied with my workplace working conditions.
37. I am satisfied with growth opportunities in my

organization.
38. I am satisfied with my workload.
39. I am satisfied with my relationships with my peers.
40. I am satisfied with my benefit package
41. I am satisfied with fair treatment in my organization.
42. I am satisfied with work life balance facilitated by my

organization
43. I am satisfied with my job security
44. Overall, I am satisfied with my job.
What do you think how your satisfaction can be increased?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
What are the factors that lead you towards job satisfaction?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Thank you for your participation.

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Factors Contributing For The Growth Of Job

Satisfaction In SMEs Sector Of Pakistan

Master in Business Administration (MBA)

National College Of Business

A THESIS Submitted to the Faculty of Business and Management

National College Of Business

Factors Contributing For The Growth Of Job Satisfaction In SMEs Sector Of

It is certificated that Dissertation entitled Factors Contributing For The Growth Of

Miss. Humaira Taj

Dean Evening School, NCBA & E

Factors Contributing For The Growth Of Job Satisfaction In SMEs Sector Of

Knowledge is a door to prosperity

First of all I thank Almighty ALLAH. My second acknowledgement would go to my

period to do this research and for polishing us manifold. My utmost regards go to

thanks to ALLAH, Sustainer of the Universe; and peace and blessings be on

whole family for their support and prayers.

Factors Contributing For The Growth Of Job Satisfaction In SMEs Sector Of

(Source: Sahih Muslim 1631)

This thesis is a presentation of my original research work. Wherever contributions of

Factors Contributing For The Growth Of Job Satisfaction In SMEs Sector Of

I dedicate my project work to my parents. A special appreciation

I also want to dedicate this dissertation to my wife Badria

Special dedication to my heartfelt love, to my son Maarij Altaf for

Factors Contributing For The Growth Of Job Satisfaction In SMEs Sector Of

Sr. Topic Name Page No.

1. Chapter 01: Introduction And Background

Table 1 Response Rate

Table 2: Gender Distribution

Table 3: Age of respondents

Table 4: Qualification of respondents

Table 7: My work gives me a feeling of personal accomplishment

Table 8: My Job makes good use of my skills and abilities.

Table 9: My work is meaningful.

Table 10: I feel that the work I do is important.

Table 11: I enjoy telling others about nature of my work.

Table 12: My workplace is well maintained.

Table 13: My workplace is a physically comfortable place to work.

Table 14: My workplace is safe.

Table 15: I have adequate opportunities for professional growth in my organization.

Table 16: I receive the training I need to do my job well.

Table 17: My manager is actively interested in my professional development and

Table 18: I am encouraged to learn from my mistakes.

Table 19: My work is challenging, stimulation and rewarding.

Factors Contributing For The Growth Of Job Satisfaction In SMEs Sector Of

Table 22: I feel exhausted at the end of the day.

Table 23: My workload is fair.

Table 25: There is Good Corporation between the colleagues at my workplace.

Table 26: I do get help and support from my colleagues.

Table 27: I am paid fairly for the work I do.

Table 29: My benefits are comparable to those offered by other organizations.

Table 30: I am always treated fairly by my manager.

Table 32: Favoritism is not an issue in raises and promotions.

Table 33: Everybody is treated fairly in this organization.

Table 34: The amount of work I am asked to do is reasonable.

Table 36: I am able to satisfy both my Job and family/personal responsibilities.

Factors Contributing For The Growth Of Job Satisfaction In SMEs Sector Of

Table 40: I think I might lose job in near future.

Factors Contributing For The Growth Of Job Satisfaction In SMEs Sector Of

Figure 1: Response Rate

Figure 2: Gender Distribution

Figure 3: Age of respondents

Figure 4: Qualification of respondents

Figure 7: My work gives me a feeling of personal accomplishment