National University of Modern Languages

Department of Management Sciences

Lahore Campus

Business Research Method

Job Satisfaction Assessment in Schazoo Pvt. Limited

SUBMITTED BY:

IRISS Group (Muzaffar, Umar Amara, Mahwish & Naeem)

Masters in Business Administration

Section 2008-10

Iriss: Make the Things 1

Happen
 Abstract

The purpose of this research was to gain a better understanding of the

relationships between job satisfaction and organizational commitment of employees, and
their impact on turnover intention at Schazoo Pvt Limited at head office Lahore in 2009.
Schazoo is a Pharmaceutical company that manufactures a variety of medicine in
Pakistan.

Data were collected by the distribution of a questionnaire among 20 employees of

these this organization. We use a 5-point likert scale to take these responses. The research
was taken through a simple random sampling method. The results of the paper indicate
that the employees at Schazoo are satisfied with their jobs and committed to their
organization. Employee’s job satisfaction and organizational commitment were
closely inter-related and correlated with turnover intention.

The overall response rate was 80% (20 of 25 eligible subjects). Female were more
responsive than the male i.e. 100% (4 of 4). We distributed our questionnaire to different
employees in this organization but most of the employees refuse accept it.

The positive correlation between the two was expected, but there was also
unexpected correlation with turnover intention. This may be due to external factors, such
as job market conditions in Pakistan, which may influence perceived opportunities for
career advancement elsewhere. The impact of such external factors is outside the scope of
this study, but will have to be investigated in further research. As job satisfaction and
organizational commitment have strong correlation with turnover, it is very important to
reinforce them by applying the right human resource policies. The job conditions in
Pakistan are not good that’s why the people have to continue their job either they are
satisfied or not with their jobs.

Iriss: Make the Things 2

Happen
 Introduction
Organizations are social systems where human resources are the most important
factors for effectiveness and efficiency. Organizations cannot succeed without their
employee’s efforts and commitment. Employee’s satisfaction with their jobs and
commitment to their organizations has been viewed as major determinants of
organizational effectiveness.

Job satisfaction and commitment are critical to retaining and attracting well-
qualified personnel. Concerns about employees' job satisfaction and organizational
commitment are just as, or even more, critical in the knowledge-based sectors, such as the
health industry and especially in the pharmaceutical company like Schazoo as they are in
other business sectors. These factors are especially important in professionalized
and production-based organizations, such as medicine making organization where
production of quality products is essential and require more attention and commitment.

Employees who experience job satisfaction are more likely to be productive and
stay on the job. Job dissatisfaction has been found to be a strong and consistent predictor
of intention to leave as well as turnover. Employee’s job satisfaction is also found to be
positively related to customer satisfaction in their business .Employee’s commitment is a
valuable asset in an organization. Research has shown that increased commitment
improves employee’s job satisfaction, motivation, performance and creativeness, and
reduces absenteeism and turnover.

Justification for the need to investigate employees' job satisfaction and

organizational commitment is exemplified in the seemingly observed relationship
between the lower levels of job satisfaction and commitment, and negative symptoms of
absenteeism, grievance expression, tardiness, low morale and high turnover. Job
satisfaction and organizational commitment are important indicators to managers because
of the desire to retain a stable and committed workforce. Researchers are keenly
interested in understanding the factors that influence an individual's decision to stay or
leave an organization.

Iriss: Make the Things 3

Happen
 Pakistan’s economical conditions are heavily influencing the job satisfaction and
government policies are also influencing on job satisfaction. Especially in the production
industry is facing different problems like shortage of electricity and heavy taxes. Since
2007 productivity of different production decreased due to certain factors that’s why
many organization have started to eliminate their inefficient units result in the lesser the
employees opportunities in jobs. Most of the people said that they can not leave their jobs
because there are not enough job opportunities in the market. Salary packages offered by
the companies are also low. However, still many people think that the factors in job
satisfaction other than compensation are also important.

There are a small number of research studies in the literature that have examined
the associations between job satisfaction, organizational commitment and turnover
intention. Most of these studies have been based on data collected in Western
countries and, also, limited to organization employees. However, where job satisfaction
has been found to be a direct predictor of turnover, organizational commitment has not
been analysed. This study aims to overcome this by focusing on issues such as
employee attitudes, like satisfaction and commitment, and the extent to which these
factors contribute to their intention to leave the organization. There are no known studies
related to the links between these subjects in these types of organizations especially in
Pakistan i.e. pharmaceutical companies in Pakistan.

The results of this research will allow a better understanding of the relationship
between employee’s job satisfaction and their organizational commitment, and their
impact on turnover intention. The results will also enhance our understanding of the
determinants of these two important employee attitudes. It is anticipated that a better
understanding of these issues and their relationships can aid further research, pinpoint
better strategies for recruiting, promotion and training of future graduate level employees
in banking sector and other corporate level organization, particularly in Pakistan but
probably in other societies as well.

Job Satisfaction Assessment

Iriss: Make the Things 4

Happen
 Measuring job satisfaction is not an easy. However it can be measured with
assessment and consideration of different factor that can effect job satisfaction. These
factors may be termed as the variables effecting job satisfaction. I have listed a few
aspects that might help you to assess your level of job satisfaction.

Growth Aspect:
This is one of the key factors, without which there can not be job satisfaction. For
some individuals personal growth in terms of skills and knowledge gained is only
important whereas for some others in addition to knowledge, growth in hierarchy is
important. In either case advancement is a key factor here to fulfilment.

Money Talks:
Adequate compensation drives ones interest in the job execution and their
performance, so let us not fool our self that money does not matter. There are a few
among us who work not to earn a living but to keep themselves occupied, even if this is
the case it becomes necessary that such individuals be paid as per the industry standard.

Responsibility & Accountability:

Responsibility or may we say freedom of action is another important factor that
needs to be considered while you measure your job satisfaction. Responsibility and
accountability boosts most people’s level of interest in the job.

Job Security:

Iriss: Make the Things 5

Happen
 Stability and Security is vital to everyone and at all times. Security in terms of job
is no exception. Insecurity in job is very likely to affect performance, morale and
confidence.

Recognition:
Let’s be true to ourselves and agree that we all love to be recognized and
appreciated for the work that we do. Recognition is essential as it helps to increase the
confidence and self esteem. It is highly important to know the outcome of a task assigned
in terms of good or bad appraisal because this can help one to improve their potential
performance.

Enjoyment:
It would be wise if everyone asks himself/herself if he/she enjoys his/her work.
Enjoyment at work comes with satisfaction. Do you look forward to going to work? Do
you await results of some important tasks that you complete the previous day? Even if
ones job is some kind of routine work if he or she feels a sense of pride and achievement
then definitely he will enjoy the job. So this factor is always determined by the
employees in the job satisfaction.

People at Workplace:
Being comfortable with the people we work with is highly necessary. Unpleasant
relationships at the work place is in indication to start looking for a new job as it is very
difficult to work with people you hate or can not relate to. One should not try to find best
friends in their co-workers but it’s important that you get along well with all.

Working hours & conditions:

Long hours induces fatigue and tiredness in individuals, which might induce
oversight in them and in such condition people make mistakes which take more time to
be solved. One does and should have a life outside work. Long hours without breaks
should be a strict no no! If one is required to put in long hours make sure you are getting

Iriss: Make the Things 6

Happen
compensated or getting knowledge and experience that you can not afford to loose. The
Working conditions should be comfortable and balanced.

Perks:
Perks last but not the least is another important factor in terms of job satisfaction.
Your designation derived from your talent and knowledge should be eligible for some
privileges.

Try to measure each of the above factors on a scale of one to five. If most of your
assessment falls close to 2 or 3 indicating not happy, no enjoyment, no satisfaction it is
time to move to a more satisfying job.

Statement of Problem

The study was designed to investigate “the relationships between job satisfaction and
organizational commitment of employees and their impact on turnover intention”

Objectives of the Study

1. To determine the impact of compensation on job satisfaction

2. To determine the impact of opportunity for growth on job satisfaction

3. To determine the impact of management and employees attitude on job

satisfaction

4. To the determine the impact of resources and workplace on job satisfaction

Iriss: Make the Things 7

Happen
 Significance of the Study

1. The result and findings of this study will encourage the employees to study and
observe their job related satisfaction level.

2. The employees will be motivated to show better performance when they find
good result of their organization in this research

3. It may help high authorities and managers in guiding the employees

4. It may help the high level management to keep the moral of their middle level and
low level management

Theoretical Framework

As it have been mentioned earlier in the job satisfaction assessment portion that
here are a variety of individual, social, cultural, organizational and environmental factors
that can influence a person's level of job satisfaction and organizational commitment.
Individual factors include age, gender, marital status, personality, education, intelligence
and abilities. Social factors include relationships with co-workers, group working and
norms, and opportunities for interaction. Cultural factors include underlying
attitudes, beliefs and values. Organizational factors include organization structure,
policies and procedures, supervision and styles of leadership, management systems, and
working conditions. Finally, environmental factors include economic, social, technical,
political and governmental influences.

But here we have just discussed the variables that were common and more
influence able in Schazoo. The dependent variable is job satisfaction that also has the
influence on job commitment. This dependent ability can be explained by the five
independent variables which we have selected for the research purpose:

Iriss: Make the Things 8

Happen
 1. Compensation
2. Opportunity for Growth
3. Workplace Environment
4. Tools and Technology Used
5. Management Attitudes and Behaviours

(1) Compensation and Opportunity for the growth has direct impact on job satisfaction
ultimately on the commitment of the employees. As if the employees think that they
have good salary package and also have the opportunities for growth, then they will
definitely be satisfied with their jobs and their commitment towards organization will
also definitely be increased. Similarly a good workplace environment and effective and
safe technology also make the job more satisfied. In the end the good and positive
management attitude and behaviour also increase the degree of job satisfaction and
commitment.

(2) The independent variables are also related to each other. Opportunity for growth and
Workplace Environment are related to Management Attitude. Similarly the
Compensation Policies are also related to the Management Attitude. For example it
depends on the management and high authority that how much facilities and
compensation they offer. A good policy for employee will definitely increase the
employee job satisfaction and commitment.

(3) These relationship can be explained thorough some logical statements in term of
increase and decrease. Some of these statements defining variables in a meaningful way
are given as below;

a. Higher the salary would increase the job satisfaction and commitment.
b. Greater the opportunity for growth in the organization would increase the job
satisfaction
c. A good workplace environment and effective and safe tools would increase the
satisfaction level of the employees

Iriss: Make the Things 9

Happen
 d. A good and positive attitude from management would increase the job satisfaction
and employees commitments.

(4) A schematic diagram defining all the independent, dependent, moderating and
intervening is given as below;

Research Hypothesis

Hypothesis 1: The greater the employees' job satisfaction, the greater their organizational
commitment

Hypothesis 2: The greater the employees' job satisfaction and commitment, the lower their
turnover intention.

Study Area

Iriss: Make the Things 10

Happen
 The problem has broad area of research but due to limited time and few
resources we have not been able to go to the entire field and study all the fields.
Following are the delimitations of the problems:

1. Study was only limited to these two organization limited in Lahore.

2. We have studied just the degree of agree or disagree with 5-point likert scale

3. Only permanent employees were included in the study

Literature Review

Job satisfaction

Job satisfaction is an attitude that people have about their jobs and the
organizations in which they perform these jobs. Job satisfaction is defined as ‘the extent
to which people like or dislike their jobs. It is an employee's affective reaction to a job,
based on a comparison between actual outcomes and desired outcomes. Job satisfaction is
generally recognized as a multifaceted construct that includes employee’s feelings about a
variety of both intrinsic and extrinsic job elements. Intrinsic elements of job satisfaction,
derived from internally mediated rewards, such as the job itself and opportunities
for personal growth and accomplishment; and extrinsic elements of job satisfaction,
resulting from externally mediated rewards such as satisfaction with pay and benefits,
company policies and support, supervision, co-workers, job security and chances for
promotion.

Job satisfaction, organizational commitment and intention to leave

A positive association between job satisfaction and organizational commitment

has been consistently reported by studies. The links between organizational commitment

Iriss: Make the Things 11

Happen
and job satisfaction are complex and it is not clear whether satisfaction is a precursor to
commitment or whether commitment influences one's level of satisfaction. The dominant
view in the literature supports the causal precedence of satisfaction over
commitment. There is also evidence indicating that high levels of commitment to the
organization cause job satisfaction. Several other studies have concluded that a reciprocal
effect exists between satisfaction and commitment. A fourth group of studies finds no
evidence of causal relationship in either direction.

Numerous studies have reported that job satisfaction and organizational

commitment are negatively related to turnover intention. According to Tett and Meyer,
organizational commitment and job satisfaction are different, and each
contributed uniquely to turnover intentions. Job satisfaction correlated more strongly with
turnover intention, whereas organizational commitment had the strongest correlation with
actual turnover.

Models of job satisfaction

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous
job satisfaction model. The main premise of this theory is that satisfaction is determined
by a discrepancy between what one wants in a job and what one has in a job. Further, the
theory states that how much one values a given facet of work (e.g. the degree of
autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/aren’t met.

When a person values a particular facet of a job, his satisfaction is more greatly
impacted both positively (when expectations are met) and negatively (when expectations
are not met), compared to one who doesn’t value that facet. To illustrate, if Employee A
values autonomy in the workplace and Employee B is indifferent about autonomy, then

Iriss: Make the Things 12

Happen
Employee A would be more satisfied in a position that offers a high degree of autonomy
and less satisfied in a position with little or no autonomy compared to Employee B. This
theory also states that too much of a particular facet will produce stronger feelings of
dissatisfaction the more a worker values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a

very general theory that suggests that people have innate dispositions that cause them to
have tendencies toward a certain level of satisfaction, regardless of one’s job. This
approach became a notable explanation of job satisfaction in light of evidence that job
satisfaction tends to be stable over time and across careers and jobs. Research also
indicates that identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the
Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that
there are four Core Self-evaluations that determine one’s disposition towards job
satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism This
model states that higher levels of self-esteem (the value one places on his/her self) and
general self-efficacy (the belief in one’s own competence) lead to higher work
satisfaction. Having an internal locus of control (believing one has control over her\his
own life, as opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction.

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two Factor Theory (also known as Motivator Hygiene

Theory) attempts to explain satisfaction and motivation in the workplace. This theory
states that satisfaction and dissatisfaction are driven by different factors – motivation and

Iriss: Make the Things 13

Happen
hygiene factors, respectively. An employee’s motivation to work is continually related to
job satisfaction of a subordinate. Motivation can be seen as an inner force that drives
individuals to attain personal and organization goals (Hoskinson, Porter, & Wrench,
p.133). Motivating factors are those aspects of the job that make people want to perform,
and provide people with satisfaction, for example achievement in work, recognition,
promotion opportunities. These motivating factors are considered to be intrinsic to the
job, or the work carried out. Hygiene factors include aspects of the working environment
such as pay, company policies, supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham suggesting that
Hertzberg's original formulation of the model may have been a methodological artefact.
Furthermore, the theory does not consider individual differences, conversely predicting
all employees will react in an identical manner to changes in motivating/hygiene factors.
Finally, the model has been criticised in that it does not specify how motivating/hygiene
factors are to be measured

Research Design

The study was descriptive in nature and was based on correlation design
and cross-sectional survey methodology. A 5-POINT likert scaled questionnaire was used

Iriss: Make the Things 14

Happen
to investigate responses. The following figure shows the Scheme of data collection
method in research design process.

There many elements in research design but some of the necessary elements
of Research Design are given as below that defines the research design of the study;

Purpose of Study: This study is descriptive in nature because in this we are engaged in
studying different variables and their impact on the job satisfaction of employees.

Types of Investigation: In this study we are establishing a relationship among different

variable that may or may not have influence on job satisfaction. so basically it is a Co-
relational study in nature.

Extent of Researcher Interference: The researcher interference in the research was up

to the minimal level because our influence on respondents in getting their opinion was
very low.

Study Setting: This study was done in natural environment with minimal interference so
the study setting was non-contrived.

Iriss: Make the Things 15

Happen
Unit of Analysis: We collect responses from 20 employees of Schazoo Pvt. Ltd. So our
unit of analysis is Individual.

Sampling Design: Probability sampling was used because we want generalizability of

our findings.

Time Horizon: Cross sectional study was conducted as responses were collected for one
time and no pre test and post test was applied.

Methods and Procedures

Population:

Population for this study consisted of all the male and female of employees
working in Schazoo (Pvt.) limited at main branch Lahore.

Sample:

To select the sample for this study, list of employees in the organization was
provided but the list of employees was not in proper shape to present here. However
according to their given information 25 people were selected from which only 20 people
just give the responses. This sample was selected on basis of simple random sampling.
From this selected sample only 4 were female and 21 were male respondents.

Instrument:

A 5-points likert scale questionnaire was used and discussed with the Mr.
Rasheed Butt, Regional HR Chief at regional office NBP Lahore (Pakistan).
Questionnaire was just designed to investigate job satisfaction, organizational

Iriss: Make the Things 16

Happen
commitment of employees, and their impact on turnover intention. Questionnaire is
attached at Appendix – A.

Methodology:

A survey instrument was designed to measure and identify

demographic characteristics, levels of job satisfaction and commitment among employees
of Schazoo and their intention to leave the organization. A cover letter briefly explained
the purpose of the study and the mechanisms to maintain confidentiality. Further
explanations were given when requested. The respondents received and answered the
questionnaires at their work place. Participation was voluntary.

The questionnaire format was collected in comparison to see the impact of

different variables on job satisfaction. The questionnaire is consists of the three sections
given as follows:

Section 1:-- Personal Information:

As the employees deal with very specific tasks on a daily basis, there may be a
link between individuals' demographic characteristics and their job satisfaction to a
particular type of work. Therefore, demographic data on employees were also gathered.
The questionnaire gathered data relative to participants: (a) Gender; (b) Experience;
(c) Qualification; (d) Department; (e) Designation. We chose these characteristics
based upon a review of related literature.

Section 2 – Job Satisfaction Scale:

A self-developed questionnaire was used to assess the level of job satisfaction

among employees according to five point scaled questionnaire. The questionnaire utilizes

Iriss: Make the Things 17

Happen
a Likert-type scale with five response alternatives ranging from ‘Strongly disagree’
(weighted 1) to ‘Strongly agree’ (weighted 6) for each of the 22 items. The whole
questionnaire of this section is categorized into the 4 different items of job satisfaction
variable factors. These factors are categorized into the following sections;

• Compensation and Opportunity for Growth

• Management and Employee’s Attitude

• Tools, Resources and Workplace

• Common Satisfaction

Section 3– Comment on:

This section includes a single open ended question which inquires that what is
the any other comment the respondent would like to commitment on ?

Data Analysis and Interpretation

Iriss: Make the Things 18

Happen
 This section deals with data arrangement, data analysis and hypothesis testing.
The whole employees sample was selected randomly and no grouping was made. The
data was collected just from two organizations

Data Collection:

Simple random sampling method was used. Data collection was undertaken in
the last two weeks of May 2009. Informed consent was obtained from all subjects
following receipt of information on the purpose of the study, assurances of anonymity and
confidentiality. All the responses were kept secret. The following table shows the sample
information.

Table A.

Total
Organization Schazoo 20 20

Male 16 20
Employees Female 4

This table shows the sample of the study consisted Schazoo’s employees. There
were 16 male employees and 4 female employees in both organizations who gave the
responses. Total were 20 respondents who from Schazoo.

The following table shows the values of Mean, Standard Deviation, Minimum and
Maximum sores using in Nominal and Interval Scaling.

Frequency Distributions:

Iriss: Make the Things 19

Happen
 N Valid Missing Mean Standard Minimum Maximum

Deviation
1 Gender 20 0 1.20 0.410 1 2
2 Experience 20 0 1.55 0.51042 1.00 2.00
3 Qualification 20 0 3.70 00.47016 3.00 4.00
4 Designation 20 0 3.25 1.01955 1.00 4.00
5 Department 20 0 2.45 1.14593 1.00 4.00
6 Salary 20 0 3.00 0.79472 2.00 4.00
7 Bonuses 20 0 3.10 1.02084 1.00 4.00
8 Support 20 0 2.65 0.74516 2.00 4.00
9 Company Future 20 0 3.85 0.81273 2.00 5.00
10 Success 20 0 3.35 0.81273 2.00 5.00
11 Equal Opportunity 20 0 3.40 0.99472 1.00 5.00
12 Supervisor 20 0 3.45 0.82558 2.00 4.00
13 Changes4co. 20 0 3.80 0.83351 2.00 5.00
14 Changes4you 20 0 3.30 0.86450 1.00 4.00
15 External 20 0 3.45 0.75915 2.00 5.00
16 Internal 20 0 3.55 0.88704 2.00 5.00
17 Appreciation 20 0 3.45 1.14593 1.00 5.00
18 Technology 20 0 3.25 0.85070 2.00 5.00
19 Information 20 0 3.70 0.92338 2.00 5.00
20 Environment 20 0 3.30 0.97872 1.00 4.00
21 Cares 20 0 3.15 1.08942 1.00 5.00
22 Security 20 0 3.55 0.75915 2.00 4.00
23 Satisfaction 20 0 3.55 0.75915 2.00 5.00
24 Team Spirit 20 0 3.60 0.75394 2.00 5.00
25 Communication 20 0 3.55 0.75915 2.00 5.00
26 Balance 20 0 3.00 1.02598 2.00 5.00
27 Schedule 20 0 2.65 0.93330 2.00 4.00
Now the tables for each question items are given and the most selected Reponses are
explained question wise.

Iriss: Make the Things 20

Happen
Personal Information Section:

In the personal section the items that we have discussed 5 different items i.e.
Gender, Experience, Qualification, Designation and Department.

There were just 4 female respondents while the male respondents were 16 and
total was 20. As far as experience was concern 6 to 19 years experience candidates were
11 (55%) and remaining have the experience of just 0 to 5 years with the total of 9
candidates (45%). Similarly in qualification section 14(70%) respondents were having
the Master degree and just 6 (30%) have just Graduation.

Gender

Cumulative
Frequency Percent Valid Percent Percent
Valid male 16 80.0 80.0 80.0
female 4 20.0 20.0 100.0
Total 20 100.0 100.0

Experience

Cumulative
Frequency Percent Valid Percent Percent
Valid 0-5 9 45.0 45.0 45.0
6-10 11 55.0 55.0 100.0
Total 20 100.0 100.0

Qualification

Cumulative
Frequency Percent Valid Percent Percent
Valid Graduation 6 30.0 30.0 30.0
Master 14 70.0 70.0 100.0
Total 20 100.0 100.0

Iriss: Make the Things 21

Happen
 A Designation table is shown in the following figure that clear suggest that
mangers were in greater number i.e. 5 (25%) following by Designer 2 (10%), 1 was
director and 12 were from other different Designations.

Designation

Cumulative
Frequency Percent Valid Percent Percent
Valid Director 1 5.0 5.0 5.0
Manager 5 25.0 25.0 30.0
Designer 2 10.0 10.0 40.0
Others 12 60.0 60.0 100.0
Total 20 100.0 100.0

It may be seen therefrom that the greatest number of individuals in the sample
come from the Production department (30%), followed by the finance department (25%)
and Marketing department were 20%. Only 3 respondents were from HR department and
2 from other departments which treated as in other department i.e. 25%.

Department

Cumulative
Frequency Percent Valid Percent Percent
Valid Finance 5 25.0 25.0 25.0
Production 6 30.0 30.0 55.0
Marketing 4 20.0 20.0 75.0
Others 5 25.0 25.0 100.0
Total 20 100.0 100.0

Compensation and Opportunity for Growth Section:

01. This part of likert scale section focus on the questions relating to compensation and
opportunity for growth. For the first likert scale question 8 (40%) respondents said salary
as neutral while 6 (30%) were disagreed and 6 (30%) were agreed with salary so it was a
neutral response overall in nature.

Iriss: Make the Things 22

Happen
 1. Salary

Cumulative
Frequency Percent Valid Percent Percent
Valid D 6 30.0 30.0 30.0
N 8 40.0 40.0 70.0
A 6 30.0 30.0 100.0
Total 20 100.0 100.0

02. For the Bonuses and Benefits 10 (50%) respondents were agree 6 (30%) were
disagree 3 (15%) have neutral and 1 (5%) was strongly disagree with the bonuses and
benefits.

2. Bonuses and Benefits

Cumulative
Frequency Percent Valid Percent Percent
Valid SD 1 5.0 5.0 5.0
D 6 30.0 30.0 35.0
N 3 15.0 15.0 50.0
A 10 50.0 50.0 100.0
Total 20 100.0 100.0

03. For the Supervisor Support satisfaction most the respondents were disagree. 10 (50%)
ticked as disagree and 7 (35%) ticked as neutral.

3. Supervisor Support

Cumulative
Frequency Percent Valid Percent Percent
Valid D 10 50.0 50.0 50.0
N 7 35.0 35.0 85.0
A 3 15.0 15.0 100.0
Total 20 100.0 100.0

Iriss: Make the Things 23

Happen
04 In the responses of the 20 employees, 13 (65%) respondents were hopeful about the
company’s future success, 3 (15%) gave as Strongly Agree. So most of the employees are
hopeful about the company’s success.

4. Company Future

Cumulative
Frequency Percent Valid Percent Percent
Valid D 2 10.0 10.0 10.0
N 2 10.0 10.0 20.0
A 13 65.0 65.0 85.0
SA 3 15.0 15.0 100.0
Total 20 100.0 100.0

05. Here in the responses of the 20 employees, 8 (40%) respondents were hopeful about
the c success in the company, 8 (40%) were in uncertain condition i.e. neutral.

5. Job Success

Cumulative
Frequency Percent Valid Percent Percent
Valid D 3 15.0 15.0 15.0
N 8 40.0 40.0 55.0
A 8 40.0 40.0 95.0
SA 1 5.0 5.0 100.0
Total 20 100.0 100.0

06 Most the respondents were agree that there is a equal employee and growth
opportunity in the company i.e. 11 (55%) were Agree and 1 Strongly Agree.

6. Equal Opportunity

Cumulative
Frequency Percent Valid Percent Percent
Valid SD 1 5.0 5.0 5.0
D 3 15.0 15.0 20.0
N 4 20.0 20.0 40.0
A 11 55.0 55.0 95.0
SA 1 5.0 5.0 100.0
Total 20 100.0 100.0

Iriss: Make the Things 24

Happen
Management and Employee’s Attitude Section:
07. Most the respondents think that the relationship between the supervisors and other
employees are good.13 (65%) respondents were Agree and just 4 (20%) were disagreed.

7. Relationship with Supervisor

Cumulative
Frequency Percent Valid Percent Percent
Valid D 4 20.0 20.0 20.0
N 3 15.0 15.0 35.0
A 13 65.0 65.0 100.0
Total 20 100.0 100.0

08. According to our research about 60% (12 respondents) think that the changes made
by the leadership are beneficial for the company.

8. Changes positive for Company

Cumulative
Frequency Percent Valid Percent Percent
Valid D 2 10.0 10.0 10.0
N 3 15.0 15.0 25.0
A 12 60.0 60.0 85.0
SA 3 15.0 15.0 100.0
Total 20 100.0 100.0

09. According to our research about 50% (10 respondents) think that the changes made
by the leadership are beneficial for the employees. But 7 (35%) respondents were not
sure about it.

9. Changes positive for Employee

Cumulative
Frequency Percent Valid Percent Percent
Valid SD 1 5.0 5.0 5.0
D 2 10.0 10.0 15.0
N 7 35.0 35.0 50.0
A 10 50.0 50.0 100.0
Total 20 100.0 100.0

Iriss: Make the Things 25

Happen
10. About 45% (9 respondents) think that the COMPANY responds to the external issues.
But 8 (40%) respondents were not sure about it i.e. they scored N for this category.

10. Responding to External Issues

Cumulative
Frequency Percent Valid Percent Percent
Valid D 2 10.0 10.0 10.0
N 8 40.0 40.0 50.0
A 9 45.0 45.0 95.0
SA 1 5.0 5.0 100.0
Total 20 100.0 100.0

11. According to our research about 50% (10 respondents) think that the company
responds to the internal issues. But 5 (25%) respondents were not sure about it i.e. they
scored N for this category.

11. Responding to Internal Issues

Cumulative
Frequency Percent Valid Percent Percent
Valid D 3 15.0 15.0 15.0
N 5 25.0 25.0 40.0
A 10 50.0 50.0 90.0
SA 2 10.0 10.0 100.0
Total 20 100.0 100.0

12. According to our research about 55% (11/20 respondents) think that they are
appreciated by the other on their good work.

12. Appreciation from Company

Cumulative
Frequency Percent Valid Percent Percent
Valid SD 2 10.0 10.0 10.0
D 2 10.0 10.0 20.0
N 3 15.0 15.0 35.0
A 11 55.0 55.0 90.0
SA 2 10.0 10.0 100.0
Total 20 100.0 100.0

Iriss: Make the Things 26

Happen
Tools, Resources and Workplace Section:
13. In the responses of the 20 employees, 8 (40%) respondents think that the company
has good technology in used as 7 scored as Agree and 1 as Strongly Agree while 8 scored
as neutral. On the other side 4 (20%) are not agree with the technology used.

13. Technology Used

Cumulative
Frequency Percent Valid Percent Percent
Valid D 4 20.0 20.0 20.0
N 8 40.0 40.0 60.0
A 7 35.0 35.0 95.0
SA 1 5.0 5.0 100.0
Total 20 100.0 100.0

14. According to our research about 70% (14/20 respondents) think that they have
necessary information to perform their jobs i.e. 11 scored Agree and 3 scored Strongly
Agree.

14. Personal Job Information

Cumulative
Frequency Percent Valid Percent Percent
Valid D 3 15.0 15.0 15.0
N 3 15.0 15.0 30.0
A 11 55.0 55.0 85.0
SA 3 15.0 15.0 100.0
Total 20 100.0 100.0

Iriss: Make the Things 27

Happen
15. According to our research 60% (12 Respondents) employees are satisfied with the
physical working environment in the company.

15. Working Environment

Cumulative
Frequency Percent Valid Percent Percent
Valid SD 1 5.0 5.0 5.0
D 4 20.0 20.0 25.0
N 3 15.0 15.0 40.0
A 12 60.0 60.0 100.0
Total 20 100.0 100.0

16. According to our research most of the people in Schazoo thinks that company take
care of them. Following table shows this trend.

16. Company’s Cares

Cumulative
Frequency Percent Valid Percent Percent
Valid SD 1 5.0 5.0 5.0
D 6 30.0 30.0 35.0
N 3 15.0 15.0 50.0
A 9 45.0 45.0 95.0
SA 1 5.0 5.0 100.0
Total 20 100.0 100.0

17. According to our research 14 (70%) respondents are agreed with security measures in
the company while just 3 (15%) were disagreed.

17. Security Measures

Cumulative
Frequency Percent Valid Percent Percent
Valid D 3 15.0 15.0 15.0
N 3 15.0 15.0 30.0
A 14 70.0 70.0 100.0
Total 20 100.0 100.0

Common Satisfaction Section:

Iriss: Make the Things 28

Happen
18. According to our research, most of the employees at Schazoo are satisfied with their
jobs. But 6 respondents also scored as N.

18. Overall Satisfaction

Cumulative
Frequency Percent Valid Percent Percent
Valid D 2 10.0 10.0 10.0
N 6 30.0 30.0 40.0
A 11 55.0 55.0 95.0
SA 1 5.0 5.0 100.0
Total 20 100.0 100.0

19. In the responses of the 20 employees, 12 (60%) respondents are agreed with the Team
Sprit in the company and 1 is Strongly Agree with this factor.

19. Team Spirit

Cumulative
Frequency Percent Valid Percent Percent
Valid D 2 10.0 10.0 10.0
N 5 25.0 25.0 35.0
A 12 60.0 60.0 95.0
SA 1 5.0 5.0 100.0
Total 20 100.0 100.0

20. According to our research, 11 (55%) respondents are agree that company clearly
communicates its Mission to its employees.

20. Mission Communication

Cumulative
Frequency Percent Valid Percent Percent
Valid D 2 10.0 10.0 10.0
N 6 30.0 30.0 40.0
A 11 55.0 55.0 95.0
SA 1 5.0 5.0 100.0
Total 20 100.0 100.0

21. Here according to our research 8 (40%) respondents scored as Disagree when it was
asked that are they able to maintain a balance between their work life and family life.
Iriss: Make the Things 29

Happen
 21. Balance b/w Work and Family Life

Cumulative
Frequency Percent Valid Percent Percent
Valid D 8 40.0 40.0 40.0
N 6 30.0 30.0 70.0
A 4 20.0 20.0 90.0
SA 2 10.0 10.0 100.0
Total 20 100.0 100.0

22. According to research 13 (65%) respondents are disagree with the Schedules and
Timing. And just 6 (30%) are agree with the working Schedules.

22. Scheduling

Cumulative
Frequency Percent Valid Percent Percent
Valid D 13 65.0 65.0 65.0
N 1 5.0 5.0 70.0
A 6 30.0 30.0 100.0
Total 20 100.0 100.0

Conclusion and Suggestions

Conclusion:

Iriss: Make the Things 30

Happen
 On the basis of findings of the study it was concluded that job satisfaction can be
effected with various factors from compensation to company’s future. It was observed
that the employees prefer friendly environment and are against the tight schedules.

Although the low satisfaction lead to the low commitment towards the
organization and result in the turnover in that specific organization, but due to economic
instability and heavy unemployment people have to work with unfavoured conditions.

There was a strong relationship and impact on the job satisfaction and
commitment to organization of the employees with their Salary, Bonuses, Appreciation,
Working Conditions, Company’s Care, Scheduling and Technology used.

Suggestions:

1. Company should work on the rescheduling in the company for the convenience of
the employees

2. Company should also introduce new technology in the production department

3. Company should teach the supervisor that how they can deal with the other
employees

4. Company should review it salary structure.

5. Research department should be maintained to resolve the issues in the

organization

6. Company should also tell the emp0loyees about the company’s Goals and
Mission.

Appendices
Appendix A
The questionnaire used by us is given as follow.

Personal Information

Iriss: Make the Things 31

Happen
 Gender: Male Female

Experience: 0–5 6 – 10 11 – 15 15 Above

Qualification: Matric Inter Graduation Master

Department: Finance Production Marketing Other

Designation: Director Manager Supervisor Other

Compensation and Opportunity for Growth

No Strongly Agree Neither Disagree Strongly
Agree Agree Disagree
Nor
Disagree

1 Are you satisfied with your salary packages? SA A N D SD

2 Are you satisfied with the benefits and bonuses SA A N D SD

that company gives?

3 Do you feel that your supervisors encourage SA A N D SD

and support your development?

4 Are you hopeful about the future of the SA A N D SD

company?

5 Are you hopeful about your job success in SA A N D SD

future with the company?

6 Are men and women are provided with equal SA A N D SD

career opportunities in the company?

Management and Employee’s Attitude

7 Are you satisfied with the relationship of the SA A N D SD
supervisors?

8 Are the company leadership has made changes SA A N D SD

that are positive for the company?

9 Are the company leadership has made changes SA A N D SD

which are positive for you?

10 Are the company leadership is responding to the SA A N D SD

important external issues?

11 Are the company leadership is responding to the SA A N D SD

important internal issues?

12 Do you think that the people in your organization SA A N D SD

appreciate you on your work?

Iriss: Make the Things 32

Happen
 Tools, Resources and Workplace
13 Are you satisfied with the technology used by the SA A N D SD
company?

14 Do you think that you have necessary information SA A N D SD

to do your job?

15 Are you satisfied with the physical working SA A N D SD

environment in the company?

16 Are you feels that the company cares about you SA A N D SD

and employees of the company?

17 Are you satisfied with the security measurements SA A N D SD

in the company?

Common Satisfaction
18 Are you overall satisfied with your job? SA A N D SD

19 Are you satisfied with the team spirit of the SA A N D SD

employees in your company works?

20 Do you think that your company clearly SA A N D SD

communicates its goals and mission to you?

21 Are you able to maintain a reasonable balance SA A N D SD

between family life and work life?

22 Are satisfied with company’s policy for working SA A N D SD

schedules and working conditions?

Is there any other comment you would like to make?

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

Bibliography

Iriss: Make the Things 33

Happen
 We have gathered the information required to complete our research project, by
visiting Schazoo Pvt. Limited Lahore, Pakistan. The rest of the topics included in
research are taken with the help of course books, given as follows;

(1). “Research Methods for Business” by Uma Sekaran.

(2). “Business Research Methods” by Donald R. Cooper and C. William Emory

Search engines that we used for gathering the information were as follows;

www.yahoosearch.com

www.wikipedia.com

www.google.com

www.thewebofknowledge.com

www.searchalot.com

Iriss: Make the Things 34

Happen