Employee Job Satisfaction - International Journal Of .
www.ijemr.netISSN (ONLINE): 2250-0758, ISSN (PRINT): 2394-6962Volume-7, Issue-5, September-October 2017International Journal of Engineering and Management ResearchPage Number: 85-94Employee Job Satisfaction1,2R. Naga Bhavya Sree1, R. Satyavathi2MBA, I year, Mallareddy Engineering College for Women Maisammaguda, Dhulapally, Secunderabad, INDIAABSTRACTIn the modern era, organizations are facingseveral challenges due to the dynamic nature of theenvironment. One of the many challenges for a business isto satisfy its employees in order to cope up with the everchanging and evolving environment and to achieve successand remain in competition. In order to increase efficiency,effectiveness, productivity and job devotion of employees,the business must satisfy the needs of its employees byproviding good working conditions. The objective of thispaper is to analyse the impact of working environment onemployee job satisfaction. The study employed aquantitative methodology. Data was collected through aself-administered survey questionnaire. The questionnaireis adopted from a previous validated assessment. The targetpopulation consists of educational institutes, banking sectorand telecommunication industry operating in the city ofHyderabad . Simple random sampling is used for collectionof data from 80 employees. The results indicates a positiverelationship between working environment and employeejob satisfaction. The study concludes with some briefprospects that the businesses need to realize the importanceof good working environment for maximizing the level ofjob satisfaction. This paper may benefit society byencouraging people to contribute more to their jobs andmay help them in their personal development anddevelopment. Hence, it is vital for an organization tomotivate their employees to work hard for achieving theorganizational goals and objectives.Keywords--- Working Environment ; Job satisfaction,Employee , organization, productivity , efficiencyDEFINITION OF JOB SATISFACTIONDue the popularity of job satisfaction within thefield of industrial and organisational psychology, variousresearchers and practitioners have provided their owndefinitions of what job satisfaction is. However, the twomost common definitions describe job satisfaction as:“the delightful emotional state resulting from theappraisal of one’s job as achieving or facilitating theachievement of one’s job values” and “the extent action) their jobs “.In general, most definitions cover the affectivefeeling an employee has towards their job. This could bethe job in general or their attitudes towards specific85aspects of it, such as: their colleagues, pay or workingconditions. In addition, the extent to which workoutcomes meet or surpass expectations may determinethe level of job satisfaction. However, job satisfaction isnot only about how much an employee enjoys work.Taber and Alliger found that when employees of anAmerican educational institute rated how much theyenjoyed individual tasks within their role, their scoreswere reasonably correlated to satisfaction with the workitself, and associated (although weakly) with global jobsatisfaction. Taber and Alliger also found that othermeasures (such as, level of concentration required for thejob, level of administration, and task importance) all hadno impact on satisfaction. This study demonstrates thatthe accumulating gratification of work tasks added up tooverall job satisfaction. However, the low relationshipdoes suggest that other factors, besides enjoyment,contribute to how satisfied employees feel at work.I.INTRODUCTIONMany businesses fail to understand theimportance of working environment for employee jobsatisfaction and thus face a lot of difficulties during theirwork. Such organizations are internally weak thereforeunable to introduce innovative products into the marketto outshine their competitors (Aiken, Clarke, & Sloane,2002). Employee is an essential component in theprocess of achieving the mission and vision of abusiness. Employees should meet the performancecriteria set by the organization to ensure the quality oftheir work. To meet the standards of organization,employees need a working environment that allows themto work freely without problems that may restrain themfrom performing upto the level of their full potential.The objective of this research paper is to analyse theimpact of working environment on employee jobsatisfaction.1.1. Job SatisfactionAccording to Vroom (1964) Job satisfaction isan orientation of emotions that employees possesstowards role they are performing at the work place. JobSatisfaction is the essential component for employeemotivation and encouragement towards betterperformance .Many people have defined job satisfactionCopyright 2017. Vandana Publications. All Rights Reserved.
www.ijemr.netISSN (ONLINE): 2250-0758, ISSN (PRINT): 2394-6962over the years. Hoppok & Spielgler (1938) defines jobsatisfaction as the integrated set of psychological,physiological and environmental conditions thatencourage employees to admit that they are satisfied orhappy with their jobs .Further, the role of employees atworkplace is emphasized as there is an influence ofvarious elements on an employee within theorganization.Clark (1997) argue that if employees are notsatisfied with the task assigned to them, they are notcertain about factors such as their rights, workingconditions are unsafe, co-workers are not cooperative,supervisor is not giving them respect and they are notconsidered in the decision making process; resultingthem to feel separate from the organization.Furthermore, he highlighted that in current times, firmscannot afford dissatisfied employees as they will notperform up to the standards or the expectations of theirsupervisor, they will be fired, resulting firms to bearadditional costs for recruiting new staff. So, it isbeneficial for firms to provide flexible workingenvironment to employees where they feel their opinionsare valued and they are a part of the organization.Employee morale should be high as it will be reflected intheir performance because with low morale, they willmake lesser efforts to improve.1.2. Working EnvironmentThe working environment consists of twobroader dimensions such as work and context. Workincludes all the different characteristics of the job likethe way job is carried out and completed, involving thetasks like task activities training, control on one’s ownjob related activities, a sense of achievement from work,variety in tasks and the intrinsic value for a task. Manyresearch papers have focused on the intrinsic aspect ofthe job satisfaction Results have shown that there is apositive link between work environment and intrinsicaspect of the job satisfaction. Further they described thesecond dimension of job satisfaction known as contextcomprises of the physical working conditions and thesocial working conditions (Sousa-Poza & Sousa-Poza,2000; Gazioglu & Tanselb, 2006; Skalli, Theodossiou, &Vasileiou, 2008). Spector (1997) observed that mostbusinesses ignore the working environment within theirorganization resulting in an adverse effect on theperformance of their employees. According to him,working environment consists of safety to employees,job security, good relations with co-workers, recognitionfor good performance, motivation for performing welland participation in the decision making process of thefirm. He further elaborated that once employees realizethat the firm considers them important, they will havehigh level of commitment and a sense of ownership fortheir organization.Different factors within the workingenvironment such as wages, working hours, autonomygiven to employees, organizational structure andcommunication between employees & management mayaffect job satisfaction (Lane, Esser, Holte, & Anne,2010). Arnetz (1999) argue that in organizations, can be86observed that mostly employees have problems withtheir supervisor who is not giving them the respect theydeserve. Supervisors also show harsh behaviours toemployees due to which they are not comfortable toshare good and innovative ideas with their supervisors.Furthermore, he describes that top management limitsemployees to their tasks rather than creating a sense ofresponsibility in employees by making them work inteams to attain high performance. Petterson (1998)argues that the interaction between employees within abusiness is crucial for accomplishing the organizationalgoals. Further he describes that the communication ofinformation must be properly done in a timely manner sothat the operations of the business are running smoothly.If there is a clash between co-workers then it is difficultto achieve the objectives of organization.1.3 Objectives To identify the job satisfactory level of thewhole employee Perception of employees towards Management. To identify the factors that influence the levelof job satisfaction. To identify the factor that helps to enhance thelevel of job satisfaction.1.4 ScopeThe scope of the study is that by analyzing thejob satisfaction of the employees, then organisationfurther improve themselves with more benefits andfacilities to overcome the drawback and improve theperformance level of employees. To identify the employees level of satisfactionupon that job. This study is helpful to that organisations forconducting further research. It is helpful to identify the employer’s level ofsatisfaction towards welfare measure. This study is helpful to the organisation foridentifying the area of dissatisfaction of job ofthe employees. This study helps to make a managerial decisionto the company.1.4 Limitations The data have been collected from the presentemployees only. So it may vary in the future. The duration of the study is limited. So it maynot be able to cover the entire scope. The study was restricted to only in Le-SharkGlobal LLP and sample size was 50. The survey is subjected to the bias andprejudices of the respondents. Hence 100%accuracy can’t be assured. The researcher was carried out in a short spanof time, where in the researcher could not widenthe study. The study could not be generalized due to thefact that researcher adapted personal interviewmethod.1.6 IMPORTANCE OF JOB SATISFACTIONThe study of job satisfaction enrichesmanagement with a range of information pertaining toCopyright 2017. Vandana Publications. All Rights Reserved.
www.ijemr.netISSN (ONLINE): 2250-0758, ISSN (PRINT): 2394-6962job, employee, environment etc. which facilitated it indecision making and correcting the path oforganizational policies and behaviour. It indicates thegeneral level of satisfaction in the organization about itsprogrammes, policies etc. Secondly, it is a diagnosticinstrument for knowing employees‟ problems, effectingchanges and correcting with least resistance. Thirdly, itstrengthens the communication system of theorganization and management can discuss the result forshaping the future course of action. Fourthly, it helps inimproving the attitudes of employees towards the joband facilitates integration of employee with theorganization. It inspires sense of belongingness andsense of participation leading to the overall increase inthe productivity of the organization. Fifthly, it helpsunions to know exactly what employees want and whatmanagement is doing. Thus, it facilitates mutualsettlement of grievances and other unwanted situations.Lastly, it facilitates in determining the training anddevelopment needs of the both, employees and theorganization.14 If we can improve job satisfaction andmorale, we can improve job performance as well. Soonthe management set about to take advantage of thisnewly found insight and they took action on two fronts.First, they initiated attempts to measure the state ofemployee- feeling in order to know where to concentratetheir efforts in improving employee- satisfaction.Secondly, they set about to train their managers,especially first-level supervisors, to pay attention to theattitudes and feelings of their subordinates so thatperformance could thereby be improved.15 The topic ofjob satisfaction at work is getting wider attention at thistime. Job satisfaction is the satisfaction one feels whiledoing the job. Job satisfaction is one of the importantfactors, which affect not only the efficiency of thelabourers but also such job behaviour as absenteeism,accidents, etc. Job satisfaction is the result of employeeperception of how well the job provides those things thatare viewed important. For the success of anyorganization, job satisfaction has vital importance. Theemployees who are satisfied are the biggest assets to anorganization whereas the dissatisfied employees are thebiggest liabilities.In fact no organization can successfully achieveits goal and mission unless and until those whoconstitute the organization are satisfied in their jobs.Dissatisfaction leads to frustration and frustration leadsto aggression. It is believed that employees dissatisfiedwith their job may be militant in their attitude towardsthe management. Dissatisfaction is infectious andquickly spreads to other employees and is likely to affectthe morale and working of other employees and image oforganization. A dissatisfied worker may seriously causedamage to the reputation and property of theorganization and harm its business interest. Jobsatisfaction/dissatisfaction is the result of various factorswhich are related to the present job situations.These various factors are opportunities forcareer advancement, amount of tension at work, workinvolvement, relations with colleagues and supervisors,87due recognition of merit, sufficient emoluments andgood working conditions, grievances removal, feeling offatigue and loneliness and prestige of the organization.16Job satisfaction is a complex and important concept forhuman resource managers to understand most employeesdo not believe their work is being properly rewarded.Nor do they believe that their companies are doingenough to attract high quality performers, train them, ormanage them effectively. Since Herzberg‟s 1959 workon satisfiers and dissatisfiers in the work place, jobsatisfaction has frequently been held up as means ofimproving employee motivation. With the improvementcome increasing individual productivity, job longevityand organizational efficiency. The salience of theconcept of job satisfaction has become so ingrained inthinking about jobs and employees that its importance isnow taken for granted, as though it is a tenant ofmanagerial faith. Today human resource managers wantto know how to have satisfied employees, not whyemployees should be satisfied. In truth, employees andmanagers may have different reasons for wantingorganizational conditions that foster job satisfaction.Employees spend most working hours at work, thinkingabout work, resting up for work, or preparing for work,because work provides “daily meaning as well as dailybread.” Yet work is not always a place where workersfeel satisfied.Human resource manager may be concernedabout employees‟ job satisfaction for different reasonsthan their employees. Altruistic managers want satisfiedemployees because they care about their employees.Result-oriented managers want satisfied employeesbecause satisfied employees may perform better andhave less absenteeism and greater longevity. Satisfiedemployees also tend to produce higher-quality work thantheir dissatisfied cohorts. In fact, studies on humanizingthe workplace indicate that satisfied employees are moreproductive and that organizations with satisfiedemployees are more efficient. Satisfied employees aremore likely to experience high internal work motivation,to give high quality work performance and to have lessabsenteeism and turnover.II.LITERATURE REVIEWWork has been done to understand therelationship between work environment and jobsatisfaction all around the world in different contextsover the years. The study is gaining more and moreimportance with the passage of time because of its natureand impact on the society. The findings of a Danishstudy suggest that a firm can increase its productivitythrough the improvement of physical dimensions ofwork environment (internal climate) and may have apositive impact on firms’ productivity (Buhai, Cottini, &Nielseny, 2008). Herzberg et al. (1959) developedmotivational model for job satisfaction and throughresearch he found that the job related factors can bedivided into two categories, Hygiene factors andmotivation factors. Hygiene factors can not causeCopyright 2017. Vandana Publications. All Rights Reserved.
www.ijemr.netISSN (ONLINE): 2250-0758, ISSN (PRINT): 2394-6962satisfaction but they can change dissatisfaction into nodissatisfaction or short term motivation, where amotivational factors have long lasting effect as they raisepositive feelings towards job and convert nodissatisfaction into satisfaction. In the absence ofhygiene factors (that are working conditions, supervisionquality and level, the company policy andadministration, interpersonal relations, job security, andsalary) the employees chances of getting dissatisfiedincrease .Baah and Amoako (2011) described that themotivational factors (the nature of work, the sense ofachievement from their work, the recognition, theresponsibility that is granted to them, and opportunitiesfor personal growth and advancement) helps employeesto find their worth with respect to value given to them byorganization. Further, this can increase motivationallevel of employees which will ultimately raise internalhappiness of employees and that the internal happinesswill cause satisfaction. Hygeine factor can only causeexternal happiness but they are not powerful enough toconvert dissatisfaction into satisfaction but still itspresence is too much important. According tothem the Herzberg Two Factor Theory, both Hygieneand Motivation factors are linked with each other, asHygiene factors move employee from Job dissatisfactionto No Job dissatisfaction, whereas motivation factorsmoves employees from no job dissatisfaction to jobsatisfaction (Herzberg et al., 1959). Sell and Cleal (2011)developed a model on job satisfaction by integratingeconomic variables and work environment variables tostudy the reaction of employees in hazardous workenvironment with high monetary benefits and nonhazardous work environment and low monetary benefits.The study showed that different psychosocial and workenvironment variables like work place, social supporthas direct impact on job satisfaction and that increase inrewards does not improve the dissatisfaction levelamong employees.The supervisor’s availability at time of need,ability to interlink employees, stimulate creative thinkingand knowledge of worth of open mindedness in view ofworkers, and ability to communicate with employees, arethe basic supervision traits. Results revealed that with88good and effective supervision, employees’ satisfactionlevel was high whereas with poorer communicationability, dissatisfaction level among employees was high(Schroffel, 1999). Another study by Catillo & Cano(2004) on the job satisfaction level among facultymembers of colleges showed that if proper attention isgiven towards interpersonal relationships, recognitionand supervision, the level of job satisfaction would rise.Bakotic & Babic (2013) found that for theworkers who work under difficult working conditions,working condition is an important factor for jobsatisfaction, so workers under difficult workingconditions are dissatisfied through this factor. Toimprove satisfaction of employees working underdifficult working conditions, it is necessary for themanagement to improve the working conditions. Thiswill make them equally satisfied with those who workunder normal working condition and in return overallperformance will increase. A study in telecom sector byTariq et al (2013) revealed that there are differentvariables like workload, salary, stress at work place andconflicts with family due to job leads an employeetowards dissatisfaction that further results in turnover. Atfinal stage these independent factors impacts negativelyon organizational performance which is negativelyinfluenced by these factors. Chandrasekar (2011) arguethat an organization needs to pay attention to create awork environment that enhances the ability of employeesto become more productive in order to increase profitsfor organization. He also argued that Human to humaninteractions and relations are playing more dominant rolein the overall job satisfaction rather than money whereasmanagement skills, time and energy, all are needed forimproving the overall performance of the organization incurrent era. Based on the above literature, the conceptualmodel tested in this paper is presented in Fig 1. Theindependent variable in this research is the workingenvironment in which the employees are working withinan organization and the dependent variable is the Jobsatisfaction of employees. Working environmentincludes the working hours, job safety, job security,relationship among employees, esteem needs ofemployees and the influence of top management on thework of employees.Copyright 2017. Vandana Publications. All Rights Reserved.
www.ijemr.netISSN (ONLINE): 2250-0758, ISSN (PRINT): 2394-6962This research study will test the relationshipbetween working conditions and the job satisfaction. Thehypothesis below is developed to analyze therelationship between the variables.H1: The betterworking environment will lead to increased jobsatisfaction.III.METHODOLOGY3.1. Population and Sample sizeThe purpose of the study is to study therelationship between working environment and jobsatisfaction. The data is gathered randomly from theemployees of banks, telecommunication sector anduniversities in the city of hyderabad, through surveyquestionnaire. From each sector, 70 respondents werechosen that allow us to get 210 responses fromemployees working in different institutions through theuse of self-administered questionnaires. As evidencesuggest that self-administered questionnaire, distributedby hand and via emails, is most suitable in manyresearches (Werner & Eleanor, 1993). The main aim ofselecting employees from various fields is to get opinionfrom a diverse group of people so that the results can begeneralized on the vast group of population.Sample Size:Out of Sample 80 respondents were interviewed.Source of DataIn this Study both Primary and secondary datawere used.i. Primary DataEmployees were interviewed with help ofquestionnaires.ii. Secondary DataVarious information’s collected from companyrecords.3.2. Data Instrument and Data Analysis TechniqueThe 33 items questionnaire adapted from StateStatistical Office (SSO, 2009) comprised of questionsregarding esteem needs, job safety and security, workinghour, trust, relationship with co-workers and Supervisor,and Nature of work to find the impact of overall workingenvironment on employee job satisfaction. . A 5-pointLikert scale isused to evaluate answer ranging from notat all satisfied, dissatisfied, neither, somewhat satisfiedand completely satisfied. Many scholars believe thatstatistical packages are the most suitable and mostconsistent instruments for comprehensively analyzinglarge set of data (Buglear, 2005). So, all statisticalanalysis is performed through the help of software“Statistical Package for Social Sciences” (SPSS). Factoranalysis is also performed as it can be used for the dataconsisting of sample size n 5 (Hair et al., 2010).Thehypothesis of the study was work environment impactsjob satisfaction, so regression analysis was suitable forthis research. When we want to study that how does avariable related to another variable? We use simpleregression .Data Collection InstrumentPersonal interview based on the questionnaire.The questionnaire was prepared based on the parametersthat have to be measured.Tools used for analysisInformation obtained from the respondents wasanalyzed and interpreted with the help of Microsoft word2013. Performed descriptive statistics and regressionanalysis with the information gathered from primary andsecondary sources .IV.The valuable opinion of employees is displayedbelow through various statistical tables and graphs thatshow their responses on the topic about importance ofwork environment for employee job satisfaction. TheCronbach’s Alpha shows the reliability of the data usedin the questionnaire. The Tables show that for 6questions of the questionnaire about workingenvironment, the consistency was 77.1 % whereas forJob satisfaction the value was 81.6%. It makes theresponses collected more valuable as the data is properto analyze the impact of work environment on jobsatisfaction.1. Does the company communicate its goals and strategies to you?FrequencyPercentVery dissatisfied12.5Not satisfied37.5Somewhat satisfied1947.5Satisfied1742.589RESULTSV.DATA ANALYSIS ANDINTERPRETATIONValid percent2.57.547.5100.0Cumulative %2.510.057.5100.0Copyright 2017. Vandana Publications. All Rights Reserved.
www.ijemr.netISSN (ONLINE): 2250-0758, ISSN (PRINT): 2394-6962Most of the employees are quite content withthe communication and information flow in theCompany. This shows that there is an efficient system ofinformation flow within the Organization. The Companyworks on an Intranet Application so that the informationis readily available throughout the different levels of theOrganization.2. Are you satisfied with the communication and interpersonal relationship in your organization ?frequencypercentValid percentCumulative %Not satisfied820.020.020.0Somewhat satisfied 2357.557.577.5Satisfied922.522.5100.0People enjoy their work if they are havinggood interpersonal relationships with those people whomthey are working with. They may be their colleagues,their subordinates or supervisors. Thus, building a stronginterpersonal relationship is very important to increaseJob Satisfaction. The results from our survey show thatmore than 70% of the employees believe that a strongworking relationship exist in the Organization.3. Do you receive enough opportunities to develop your career and ?frequencypercentVery disagree12.5Not agree1127.5Somewhat agree1230.0agree1640.090Valid percent2.527.530.040.0Cumulative %2.530.060.0100.0Copyright 2017. Vandana Publications. All Rights Reserved.
www.ijemr.netISSN (ONLINE): 2250-0758, ISSN (PRINT): 2394-6962One of the most effective ways of achievinggoals is to determine that how much the employees areinteracted with one another. The result shows thataround 70% of the employees are given variousopportunities to interact with one another. Theseopportunities are group meetings, seminars, & other gettogether activities. The purpose of the gathering is tohave a formal talks and discussions over various issuesand problems which the employees face during theirwork.4. Does your efforts in achieving the goals valued ?frequencyYes58no22The employees get more committed anddedicated towards their work if their efforts in achievingthe Organizational Goals are valued. They feel theirpresence and importance in the Company which5. Degree of motivation as far as the job is concerned ?frequencyStrongly disagree5Disagree11Somewhat agree18agree691Percentage72.527.5ultimately affects the overall satisfaction level of theemployees. The results have shown that more than 80%of the employees are happy with the outcome of theirefforts.Valid percent12.527.545.015.0Cumulative %12.540.085.0100.0Copyright 2017. Vandana Publications. All Rights Reserved.
www.ijemr.netISSN (ONLINE): 2250-0758, ISSN (PRINT): 2394-6962Employees should feel motivated in the jobsthey are performing at the workplace. The degree ofmotivation is achieved through many ways, that is,interaction with others, job security, personal growth andother factors. The analysis of our survey shows that27.5% of the employees are not happy in performingtheir tasks and only 15% showed that they enjoy theirwork. The majority of the employees do not have anysay about it.6. What motivates you to do best work and obtain job satisfaction?No of respondentsFacilities20Fun activities30Rewards15Career development classes15From the above analysiswe can see that employees are satisfied and give theirbest work when the organisation provides fun activitiesor elements to rejoice and contribute more for theirwork. Not only fun activities but also other elements ifprovided by the organisation delights the employees .7. How often do you feel work loaded and pressurized in your company?No of respondentsVery often35Often5Neutral25Not at 2531.2518.75Copyright 2017. Vandana Publications. All Rights Reserved.
www.ijemr.netISSN (ONLINE): 2250-0758, ISSN (PRINT): 2394-6962From the above we can see that employees arevery often stressed this shows that organisation do notprovide enough facilities and appraisals to theemployees. About 50% of employees are not satisfied intheir job. VI. FINDINGS It is found that the way organisationcommunicate with employees about goals andobjectives is somewhat satisfactory to theworkers.It is found from the study that majority (53%)of the respondent revealed the reason for thehappiness of the place of posting as the goodinterpersonal relationship with colleagues.It is observed from the analysis of the study thatmajority (70%) of the respondent revealed thatthey are satisfied and are valued for the workthey have done.It is learned from the study that (85%) of therespondents are having satisfaction and theremaining are not having the fullest satisfactionin the degree of motivation obtained from theirhigher authorities .It is learned that most of the employees(60%)are satisfied in the job because of the careeropportunities provided by the organisation .Employees are stressed out more often andwork load on the employees have diverted themto job dissatisfaction and from above we ca
impact of working environment on employee job satisfaction. 1.1. Job Satisfaction According to Vroom (1964) Job satisfaction is an orientation of emotions that employees possess towards role they are performing at the work place. Job Satisfaction is the essential component for empl
employee job satisfaction is a reflection of how well an employee’s expectations of a job are aligned with the reality of their work (Lund, 2003). Employees assess job satisfaction based on intrinsic job elements, such as feelings of purpose at work, and extrinsic job elements, such as compensation.
1. What is job cost? 2. Job setup Job master Job accounts 3. Cost code structures 4. Job budgets 5. Job commitments 6. Job status inquiry Roll-up capabilities Inquiry columns Display options Job cost agenda 8.Job cost reports 9.Job maintenance Field progress entry 10.Profit recognition Journal entries 11.Job closing 12.Job .
Spector (1985) has proposed measuring job satisfaction through nine facets of job satisfaction, including pay, promotion, supervision, benefits, rewards, operation procedure, co-workers relations, work itself and communication. His measure is generally referred to as Job Satisfaction Survey (JSS).This Job Satisfaction Survey (JSS) scale is .
The impact of motivation and job satisfaction on employee performance is a heavily researched area in general, but in Kosovo there has been no studies of any filed related to motivation, job satisfaction or employee performance before. The aim of this research is to investigate: i) how does motivation impact employee in their performance and ii)
/The Effect of Leadership Style, Organizational Culture and Job Satisfaction on Employee Performance with Organizational Commitment as the Intervening Variable 448 Systematic Reviews in Pharmacy Vol 11, Issue 10, Oct-Nov 2020 Job Satisfaction Employee job satisfaction is known to be very important to enable an employee to bring out the maximum .
relationship between job satisfaction and commitment. But Tett and Meyer (1993) showed that a satisfaction-to-commitment model assumes that satisfaction is a cause of commitment. This assumption is supported by the work of Bull (2005) who reported a significant relationship between job satisfaction and organizational commitment.
Job satisfaction that affect intrinsic elements are when employee and experiencing feelings of accomplished at work. While, extrinsic is derived from the rewards associated with job accomplishment (i.e. compensation and also job security) (Bhuian & Omar, 2006). Another elements of that might affect job satisfaction is the level of burnout. .
The empirical study suggests that the modern management approach not so much substitutes but complements the more traditional approach. It comprises an addition to traditional management, with internal motivation and intrinsic rewards have a strong, positive effect on performance, and short term focus exhibiting a negative effect on performance. These findings contribute to the current .
