i

Approval

Hawassa University

School of Graduate Studies

Assessment of Employees Job Satisfaction

The case of Tabor Ceramic Company

By

Temesgen Desta

College of Business and Economics

School of Management and Accounting

Postgraduate Program

Approved by:

ii

iii

Declaration

I, the undersigned, declare that this research paper is my original work and that all

sources of the materials in the research paper have been duly acknowledged. The matter

embodied in this project work has not been submitted earlier for award of any degree or

diploma to the best of my knowledge and belief.

Name: ____________________________

Signature: _________________________

Date: _____________________________

This research has been submitted for examination with my approval as a university

advisor.

Name of Advisor: _______________________________

Signature: _____________________________________

Date: _________________________________________

Name of Co-advisor: _____________________________

Signature: _____________________________________

Date: _________________________________________

iv

Acknowledgements

First and for most, I would like to give my glory and praise to the Almighty GOD for his

invaluable cares and supports throughout the course of my life and helped me since the

inception of my education to its completion and enabled me to achieve my career.

Next, I’m grateful to appreciate my Advisor Professor Dhason Antony who has taken all

the trouble with me while I was preparing the paper. Especially, his valuable and prompt

advice, attractive facial expressions, constructive corrections and insightful comments,

suggestions and encouragement are highly appreciated. A special word of mouth is his

credit.

My sincere and heartfelt gratitude goes to HRM director, HRD officer, HR planning

Senior officer and all of the sample management and non management staff of Tabor

ceramic for their frank response to my questionnaires without which this paper would

come to life.

Last but not least, I’m greatly indebted to my co-advisor Dejene Adugna (MA) for his

moral support and suggestions.

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Table of contents

Title page

Approval ...................................................................................................................................... i

Declaration ................................................................................................................................. ii

Acknowledgements .................................................................................................................... iv

Table of contents ......................................................................................................................... v

List of Tables ............................................................................................................................. ix

List of appendices ....................................................................................................................... x

Acronyms ................................................................................................................................... xi

Abstract .................................................................................................................................... xii

CHAPTER ONE ......................................................................................................................... 1

Introduction ................................................................................................................................ 1

1.1. Background of the study ....................................................................................................... 1

1.2.Statement of the Problem ....................................................................................................... 3

1.3. Research question ................................................................................................................. 5

1.4. Objectives of the Study ......................................................................................................... 5

1.5. Significance of the Study ...................................................................................................... 5

1.6. Scope of the study ................................................................................................................ 6

1.7. Limitation of the Study ......................................................................................................... 6

1.8. Organization of the study ..................................................................................................... 7

vi

CHAPTER TWO ........................................................................................................................ 9

Review of the Related Literature.......................................................................................... 9

2. The Concept and Definition of Job Satisfaction ............................................................ 9

2.1. Dimensions of Job Satisfaction ................................................................................... 15

2.2. Individual Factors ....................................................................................................... 15

2.2.1. Satisfaction with Creativity and Independence ...................................................... 15

2.2.2. Satisfaction with Responsibility ........................................................................... 16

2.2.3. Satisfaction with Working Hours .......................................................................... 16

2.3. Social Factors ............................................................................................................. 17

2.3.1. Satisfaction with Involvement & Participation ...................................................... 17

2.3.2. Satisfaction with verbal Communication .............................................................. 19

2.3.3. Satisfaction with Decision Making ....................................................................... 20

2.3.4. Satisfaction with Interpersonal Relations .................................................................. 21

2.4. Working environment ................................................................................................. 23

2.4.1. Satisfaction with Promotion Opportunity .............................................................. 23

2.4.2. Satisfaction with Rewards & Recognition ............................................................. 24

2.4.3. Satisfaction with Training .................................................................................... 26

2.4.4. Satisfaction with Job security ............................................................................... 28

2.4.5. Satisfaction with employee development .............................................................. 28

vii

2.5. Organizational Factors ................................................................................................ 29

2.5.1. Satisfaction with Technical Supervision and Technical skill ................................. 29

2.5.2. Satisfaction with Company policy ........................................................................ 33

2.5.3. Satisfaction with Working Conditions .................................................................. 33

2.5.4. Satisfaction with Technology ............................................................................... 36

2.5.5. Satisfaction with the Work Itself .......................................................................... 37

2.6. Demographic Variables Association with Job Satisfaction ........................................... 37

2.6.1. Gender ................................................................................................................. 38

2.6.2. Age ...................................................................................................................... 38

2.6.3. Educational Attainment ........................................................................................ 38

2.6.4. Income ................................................................................................................. 39

2.6.5. Years Experience ................................................................................................. 39

CHAPTER-THREE .................................................................................................................. 41

Methodology of the study .......................................................................................................... 41

3. Research design .................................................................................................................... 41

3.1. Sample size determination and Sampling techniques ........................................................... 41

3.2. Source of data..................................................................................................................... 43

3.3. Method of Data Analysis .................................................................................................... 43

3.4. The Pearson Product Moment Correlation Coefficient ........................................................ 44

viii

CHAPTER FOUR ..................................................................................................................... 46

Results and discussions ............................................................................................................. 46

Introduction .............................................................................................................................. 46

4. Characteristics of respondents ............................................................................................... 48

4.1. Gender distribution of respondents ..................................................................................... 48

4.2. Age distribution of respondents .......................................................................................... 48

4.3. Work experience of the respondents ................................................................................... 49

4.4. Income of the respondent .................................................................................................... 49

4.5. Education level of respondents ........................................................................................... 50

4.6. Correlation analysis between job satisfaction and demographic variable.............................. 50

4.7. Analysis of organizational factors........................................................................................ 53

4.8. Analysis of social factor ...................................................................................................... 58

4.9. Analysis of working environment ........................................................................................ 62

4.10. Analysis of individual factors ............................................................................................. 66

4.11. Comparing the mean of the major factors ......................................................................... 69

CHAPTER-FIVE ...................................................................................................................... 70

Conclusion and Recommendation.............................................................................................. 70

5. Conclusion ............................................................................................................................ 70

5.1. Recommendations .............................................................................................................. 72

References ................................................................................................................................ 76

Appendices .................................................................................................................................. I

Appendix-I Questionnaire for Tabor employees .................................................................... II

Appendix-II Ahamaric Version Qestionnaire ........................................................................VII

ix

List of Tables

Table 3.1 Sample size drawn from the company population----------------------------42

Table 4.1 Respondent frequency and percentage character-----------------------------46

Table 4.2 Correlation between selected demographic factors and job satisfaction--49

Table 4.3 Analysis of organizational factors in terms of job satisfaction-------------52

Table 4.4 Analysis of social factor in relation to job satisfaction----------------------57

Table 4.5 Analysis of working environment in terms of job satisfaction-------------61

Table 4.6 Analysis of individual factors in terms job satisfaction---------------------65

Table 4.7 Comparing the mean value of major factor among each other-------------68

x

List of appendices

Appendix-I Questionnaire for Tabor Ceramic Employees------------------------------100

Appendix-II Amharic version questionnaire------------------------------------------------105

xi

Acronyms

SDA strongly disagree

DA disagree

UND undecide

A agree

SA strongly agree

Nd note dated

xii

Abstract

Now days, organizations operate in a complex and changing environment that greatly

enhances or influences their growth and expansion. To cope up with these dynamic

environment organizations need to fit their employees’ job satisfaction. In addition, the

survival and growth of any organization depends on the quality of employees of the

company. Employee can easily disappointed & become absenteeism, turnover, less

productive etc. So, if an organization is to survive this must be constantly kept up to date

through effective employees job satisfaction programs. Employee satisfaction is

especially important in any industry with changing environment.

Having this in mind, the study has been conducted to assess employees’ job satisfaction

in Tabor Ceramic Company. The methodologies used to undertake the study were both

primary and secondary data collection instruments. The sampling technique employed to

collect primary information was simple random sampling. Accordingly, the data gathered

were analyzed using descriptive & inferential statistics. . The data was gathered and

administered by means of structure likert scale type of questionnaire & participative

observation.

The purpose of this was assessment of job satisfaction of employees at Tabor Ceramic in

order to determine the main factor that lead to job dissatisfaction or job satisfaction, to

measure these factors which leads to present the findings and make recommendations for

the company management in order to promote and improve job satisfaction at the

company

The study was identified the positive and negative relationship between job satisfaction

and demographic characteristics. It was discovered the minority of employees acquired

their job satisfaction from having harmonic work relationship with peers,

responsibilities, verbal communication, working hours and quality technical supervision

from the company and employee. It was found that 20 % employees of the company are

satisfied with their jobs. It was also found that employees mostly derive their job

dissatisfaction from the absence of good company policy, good working condition,

recognition for work done, promotion, responsibility, creativity and independence,

participation, involvement in decision making, training and development provided, work

itself, job security, position of occupation, the amount of reward receive for work done,

technology employed, relationship with boss of the company under employed. It was

found that 80 % employees of the company are dissatisfied with their jobs.

Key words: Employee, Job satisfaction, Job dissatisfaction, Job.

1

CHAPTER ONE

Introduction

1.1. Background of the study

There are several different ways of approaching job satisfaction. In the past, the trends

have concentrated on, for instance, finding out the general job satisfaction of workers,

which is the global approach which involves finding out which elements of the job all

contribute to job satisfaction. By studying job satisfaction through different areas of the

work it is possible to later improve the areas that workers are dissatisfied with. The global

approach is useful when the researcher wants to find out the possible effects of

satisfaction or dissatisfaction (Kreitner and Kinicki, 1998).

According to Taylor’s (1911), job satisfaction is based on a most practical & essentially

pessimistic philosophy that man is motivated by money. Hoppock 1933,as cited in

Saiyadain, 1999) prior this period observed that job satisfaction is a combination of

psychological, physiological & environmental circumstances that causes a person to say,

“I am satisfied with my job”.

Such a description indicates the variety of variables that

influence the satisfaction of the individual but tell us nothing about the nature of job

satisfaction.

2

Overall satisfaction focuses on the general internal state of satisfaction or dissatisfaction

within the individual. Positive experiences in terms of friendly colleagues, good

remuneration, compassionate supervisors and attractive jobs create a positive internal

state. Negative experiences emanating from low pay, less than stimulating jobs and

criticism create a negative internal state. Therefore, the feeling of overall satisfaction or

dissatisfaction is a holistic feeling that is dependent on the intensity and frequency of

positive and negative experiences (Cherrington, 1994).

Schermerhorn (1993) defines job satisfaction as an affective or emotional response

towards various aspects of an employee’s work. The author emphasizes that likely causes

of job satisfaction include status, supervision, co-worker relationships, job content,

remuneration and extrinsic rewards, promotion and physical conditions of the work

environment, as well as organizational structure.

Katzell (1964) in his theoretical treatment of job satisfaction recognizes it and argues that

a given amount of expected actual discrepancy will produce different degree of

satisfaction depending upon the importance attached by the individual. His basic formula

takes importance into account by multiplying satisfaction by the importance ratings.

This paper employed the tools of quantitative analysis technique to asses’ job satisfaction

of employees in manufacturing industry. The study adopts descriptive method of research

approach and answer research questions that emerge through the review of existing

literature. Specifically, study of employee’s job satisfaction in manufacturing industry the

case of Tabor Ceramic Company.

3

1.2. Statement of the Problem

Christina M. Stello (nd) on his study recommend that future study will be no longer

attempt to validate the two-factor theory and instead focus on practical applications or

using the two-factor theory as the theoretical framework to examine other theories or

phenomena.

In every organization as anyone knows the employee are the back bone of an

organization system, the maker of the product and the provider of the services to the

employer. In this respect, the role of employee acquires significance in producing the

quality product, providing quality service and in bringing revolutionary changes in the

development of organization and a country. As far as Job satisfaction has also direct

relationship with personal characteristics of employees, work behavior and organizational

objective (Saiyadain, 1999). The researcher was analyzed the importance of employees

job satisfaction in terms of increasing productivity, in reducing absenteeism, turnover,

accident, in adjustment to environment and confirming unionism of employees emanated

from the review of existing literature of Herzberg’s two-factory theory of hygienic and

motivation which initiated to conduct this study seeing the problems that hinder the

employee morale, attitude and motivation resulting from job satisfaction. Employee

satisfaction is essential to the success of any business.

4

A high rate of employee contentedness is directly related to a lower turnover rate. Thus,

keeping employees’ satisfied with their careers should be a major priority for every

employer. There are numerous reasons why employees can become discouraged with

their jobs and resign such as lack of participation within the company, lack of

recognition, training & development, or limited opportunity for promotion etc. (Christina

M. Stello, nd). An employee who has no interest in his or her field, or the position in

which he or she begins in a job, may initially put forth his or her best effort. However,

this employee would often become bored with the work because there is no intrinsic

motivation to succeed. Finding the daily job routine reduces the individual’s desire to

show up to work and to do the job well. In this case, the employee may continue to come

to work, but his or her efforts will be minimal.

The work environment of employees in an organization lacks appropriate attention

currently in the private company such as:

Labour intensive nature of the organization

The frequency of job layoff creating fear, and loss of productivity

This was motivating the researcher to relate with the current employees job satisfaction.

The goal of this study was to identify what makes employee satisfied or dissatisfied.

Furthermore, to discover constructive feedback for the companies understudy.

5

1.3. Research question

Is there any significant relationship between job satisfaction and demographic variable

understudy?

How do the employees perceive the term job satisfaction with their own job?

What are the main factors that make employees’ to be satisfied or dissatisfied?

1.4. Objectives of the Study

General Objective The main objective of the study is assessment of employees’

job satisfaction at Tabor Ceramic Company.

Specific objectives

To identify factors contributing employees job satisfaction in the company under study.

To analyze the level of employees job satisfaction in the company under study.

To identify the relationship between job satisfaction and demographic variables

understudy.

To suggest certain improvement measures (if any) based on the findings of the study to

improve job satisfaction.

1.5. Significance of the Study

The study would have essential role for different stakeholders. As the study is expected to

find out the root cause of the employees job satisfaction, the findings of the study may

help management of the organization to identify and provide the appropriate working

condition to the employees. The findings of the study are also important so as to reduce

absenteeism, accident, turnover and increase performance and productivity of individual

employees.

6

In addition, it helps the researcher to acquire knowledge and practical experience, and

also for the partial fulfillment of the requirements for (MBA) in human resource

management. Furthermore, it will help as a source document and as a stepping stone for

those researchers who want to make further study on the area afterwards.

1.6. Scope of the study

The study conduct was including all level of employees under the study except contract

and temporary employees. For the sake of quality and specialization and to cope with the

available time and resource constraints, this study focuses only on assessment of

employee job satisfaction of Tabor ceramic company although assessment of the program

is equally important in all other organizations, particularly other manufacturing industries

currently operating in Ethiopia.

1.7. Limitation of the Study

Even though large sample size is essential for in-depth understanding of employee’s job

satisfaction of one particular manufacturing industry the so called Tabor Ceramic, the

study is limited to a sample size of 135 respondents. As far as study undertaken was

limited to one particular manufacturing industry comparison between private and public

were not conducted. Lack of up to date literatures in the areas, lack of access to the right

secondary data, negligence of some respondents, particularly management staff

respondents, to respond to the questionnaire openly and timely, lack of sufficient time

and finance to conduct the study were among the various problems encountered by the

researcher during his study. Moreover, sampling restrictions are also other serious

problem that underweight the researcher’s conclusions.

7

1.8. Organization of the study

The study is organized in to five chapters. Accordingly, the first chapter deals with the

introduction part of the study; the second chapter discusses the details of related literature

of the study; the third chapter focuses on methodologies of the study, chapter four results

and discussion, and finally in chapter five conclusions are drawn based on analysis and

possible recommendations are forwarded by the researcher based on investigation.

8

Conceptual frame work of the study

Source: developed for this research

Occupational position

Reward

Technology

Independence & creativity

Participation

Training and dev’t

Responsibility

Recognition

Decision making

Promotion

Work itself

Technical supervision

Working condition

Job security

Company policy

Interpersonal relation

Working hours

Verbal

communication

Job

satisfaction

Promote

Job

Satisfaction

Prevent

Job

Dissatisfaction

9

CHAPTER TWO

Review of the Related Literature

2. The Concept and Definition of Job Satisfaction

Job satisfaction is an effective or emotional towards various facets of one’s job. This

definition means job satisfaction is not a unitary concept but can be expressed in job

descriptive index such as work, payment, promotion, co workers and supervisors in

which a person can be relatively satisfied with one aspect of his/her job and dissatisfied

with one or more aspects (Kreitner and Kinicki, 1998).

In fact there is no simple definition of job satisfaction, because job satisfaction means

different things to different people. It varies according to what a person needs in job how

he/she ranks items in order to priority and how well a job permits the person to achieve a

personnel goal (Rashid and Archer, 1982).

Job satisfaction is a “reintegration of affect produced by individual’s perception of

fulfillment of his needs in relation to his work & the situation surrounding it” (Sinha,

1974). Job & the importance attached to the various aspects of job contribute extensively

in our understanding of the construct, job satisfaction (as cited in Saiyadain, 1999).

Again according to (Lucke 1976) job satisfaction is a pleasurable or positive emotional

state resulting from the appraisal of one’s job or job experience. It is the degree to which

an individual holds towards his/her job. He described that a person with high level of job

satisfaction holds positive feelings about the job while a person who has dissatisfy field

his/her job holds negative feelings about the job.

10

Porter (1961) developed a questionnaire consisting of 13 items classified into Maslow

type need hierarchy system. Each items of the scale measures not only the existing degree

of need fulfillment but also the expected levels of fulfillment and its importance to the

respondents. Items are answered on three 7-point scales on each for expected, existing

and importance. The anchor points of scales are labeled as maximum and minimum.

The discrepancy between expected and existing is taken as an indicator of job

satisfaction. One of the useful components of job satisfaction in porter’s questionnaire is

the degree of importance attached to the various aspects of job leading to job satisfaction.

Some aspects may be necessary for the successful completion of the job without having

much importance for the person such as tools, interdependency of task, co-workers and

rules and regulations and supervision, etc.

A study conducted by Badreya Al Jenaibi1, (2010) found that many employees are

satisfied with their jobs if they have clear information, directions, facilities, and good

relationships with their managers. He suggests that future studies must focus on job

satisfaction. In addition, there are limited studies comparing heavy workloads and job

satisfaction.

According to porter 1961 studies result indicate on Indian employees responsibility ranks

as the top most factors contributing to the job satisfaction of Indian managers/supervisor.

This is followed by work itself. Surprisingly the next rank is shared by two content

factors: achievement, and recognition.

11

The study results conducted in a given institution indicate that employees expressed

satisfaction with their co-workers, followed by the nature of the work and the supervision

they receive. Opportunities for promotion and pay emerged as major sources of

dissatisfaction. With the exception of marital status, the relationship between

occupational class, race, gender, educational level, tenure, age, income and job status

with job satisfaction was found to be significant. Although the research indicates that job

satisfaction is significantly related to variables such as work, remuneration, supervision,

promotion, and co-workers, ongoing research is required in this domain (NezaamLuddy,

2005).

Fiaz Mahmood and Qadar Bakhsh (, nd) conclude in their study that job satisfaction has

been a sort of personal assessment. Satisfaction and its level has been found variable

which is governed by different matters like personality of a person, salary, working

condition, allied benefits, relationship with the colleagues, the degree of freedom to take

and implement the decisions and to complete their assigned work, etc. The factors

negatively influencing the satisfaction includes, pressure of the job and interference from

non professional. Satisfaction may be the feelings or state-of-mind of a person regarding

the nature of work being done.

According to Edward Sek Khin Wong (2009) conclusions drawn from his study show

that the major sources of job satisfaction are policy, administration, and salary. The

relevant sources of dissatisfaction are personal achievement, personal growth,

interpersonal relations, recognition, responsibility, supervision, the work itself, and the

overall working conditions. His study has a number of practical implications for

12

institutional administrators, because if institution has no instrument designed to measure

perceptions of their jobs and work, these administrators could elect to use the same

instrument that investigates the areas of job satisfaction to gain similar results.

According to Robert& Jerald (1990) Individual at higher level usually enjoys better

condition than lower level individuals. The higher is ones position in an organizational

hierarchy, the more satisfied the person will be.

Herbzberg’s two factor theory suggests that job satisfaction results the satisfaction that

fails to satisfy lower level (Kaila, 2006). Herzberg’s motivation-hygiene theory is a

theory of intrinsic and extrinsic aspects. Intrinsic aspects of work stemming from the

work itself relate to a human’s psychological growth needs, or human needs, while

extrinsic aspects, factors unrelated to the work itself, relate to animal needs (Leppänen,

2011).

Research has demonstrated that there are two important predictor for job satisfaction,

compensation and career growth (Ting, 1997) which is associated with developing

individual job attitudes. Hundel, (2000) found that most employees were satisfied with

their pay and its component (e.g. incentives, stock options, cash, and recognition).

According to Al Jenaibi (2010) many employees are satisfied with their jobs if they have

clear information, directions, facilities, and good relationships with their managers. In

these conditions, improving the awareness of communication and work environment are

the basics of job satisfaction. Job satisfaction is a very important element that contributes

directly to the success (Tella, 2007) or failure of an organization.

13

A number of work related factors have been found to influence absenteeism in Indian.

Job satisfaction, work conditions, supervision and the like have contributed to the

absentee behavior. Sinha and singh (1961) collected data on 50 workers of high absentee

rate (20 percent or more) and 50 low absentee workers (3 percent or less.) they were

administered a questionnaire with their measure responses on supervision, satisfaction,

company policies. Their results show that workers with high absentee rate tended to be

relatively less satisfied with the nature of work, supervisors and supervision, and

company policy. They were also less satisfied than low absentee rate workers (as cited in

Saiyadain, 1999).

Edward Sek Khin Wong (2009) findings disclose that all motivator or intrinsic factors are

strongly related to job dissatisfaction; concerted efforts should be made to improve job

satisfaction in each of the motivator or intrinsic factors.

Maslow (1954) theorized job satisfaction as a hierarchy of needs in which he categorized

human needs into five orders. The lowest order consisted of the basic physiological needs

such as water, food, and shelter. The second order consisted of physical and financial

security. The third order consisted of social needs which included belonging, love, and

acceptance of others. The fourth order consisted of self-esteem and recognition by peers.

The fifth and highest order of needs consisted of self-actualization; which included self-

development, autonomy, and self-direction. According to Maslow, needs at one level had

to be met before the next level could become a motivator as cited in Joeann E. Newby,

1999).

14

Various techniques can be used to measure the above job satisfaction variables. These

include questionnaires, interviews and confrontation meetings.

Fajana (2002) in his work identified a long range of factors combined to affect

individual’s level of satisfaction. These include, supervision or leadership (concern for

people, task, participation), job design (scope, depth, interest, perceived value), working

conditions, social relationships, perceived long range opportunities, perceived

opportunities elsewhere, levels of aspiration and need achievement.

The research conducted by Hertzberg determined what people actually want from their

jobs. They had to describe work situations in which they felt good or bad in their jobs.

The feedbacks received were then categorized into satisfaction or dissatisfaction. The

characteristics related to job satisfaction included advancement, recognition, the work

itself, achievement, growth and responsibilities. Hertzberg referred to these

characteristics as ‘motivators’. The characteristics related to dissatisfaction, which

included working conditions, supervision, interpersonal relationships, company policy

and administration were referred to as ‘hygiene’ factors (Robbins, 2001) as in cited

Wubuli .Abuduaini (2009). According to Nezaam Luddy,( 2005) the results of the

studies reflected that the opposite of satisfaction is no satisfaction (motivators) and the

opposite of dissatisfaction is no dissatisfaction (hygiene factors).

15

2.1. Dimensions of Job Satisfaction

The level of job satisfaction is affected by a wide range of variables relating to individual,

social, organizational and working environment, (J Mullins, 2002).

Individual Factors –include personality, education, intelligence and abilities, age

and orientation to work.

Social factors-includes relationships with co-workers, group working and norms,

opportunities for interaction.

Organizational factors- include personnel policies and procedure, nature of work,

technology and working organization, supervision and working conditions.

Environmental Factors-economic, social, and technical etc.

2.2. Individual Factors

2.2.1. Satisfaction with Creativity and Independence

According to Andrew J.DuBrin (1989), major job values include autonomy

(independency), creativity helping others, security, performing technical work. To the

extent that employee’ jobs allow them to perform work that meets these specific values,

their job satisfaction increase. For example, many supervisors have high job satisfaction

because they can both help people and stay close to technical work at the same time.

16

2.2.2. Satisfaction with Responsibility

According to Terry. Franklin (2004), when held completely responsibility for a task, a

person will execute his or her best efforts and demonstrate competency and ability to do

work. Fixed responsibility tends to develop initiatives, resourcefulness, and reliability.

Obstacles are overcome, problems are solved, and the immediate interest becomes to

successfully complete the task. For any given period, an individual will accomplish most

when responsibility for the completion of definite task is fixed on that individual. The

society has permitted the creation of business organizations with the expectation that they

will perform a useful social function, and if they do not discharge their responsibility to

society, it modifies its permission by imposing restriction on their functioning (Agarweal,

2003).

2.2.3. Satisfaction with Working Hours

Standard work hours in government organizations are generally eight hours, five days a

week. Employees who say they are satisfied with their work hours got the highest

number, 31.25%, and those who were neutral are at 23.75%. It would be expected that

job satisfaction is negatively related to working hours—that people with longer working

hours would be less satisfied with their jobs than those working less hours.

However, according to the contributions from Denmark and Portugal, there is in fact a

positive relationship between working hours and job satisfaction. In other words, people

who work more hours are more satisfied in their work (though it should be pointed out

that income may mediate this relationship, as higher income and longer hours are also

correlated) (Jorge & Heloísa, 2006), as cited in Badreya Al Jenaibi1 2010). For many

17

employees in private and public organization, the standard eight –hour day with fixed

starting and stopping times has ended. Dozens of studies have shown that flexible boosts

job satisfaction. A current survey of clerical workers on flexible time in the banking,

insurance and utility industries illustrate this fact. Flexible time was found to boost

productivity, decrease lateness’ absenteeism, and reduce the amount of over time used. In

many other settings, flexible has been found to have no particular impact on productivity.

Flexible time boosts job satisfaction for two important reasons. Flexible time is a form of

participative decision making: employees help decide which hours of the day they will

work. Another important reason is that flexible time makes life easier for many

employees (J.DuBrin, 1989).

2.3. Social Factors

2.3.1. Satisfaction with Involvement & Participation

The degree, to which a person identifies with his or her job, actively participates in it, and

considers his or her performance important to self worth. Employees with a high level of

job involvement strongly identify with and really care about the kind of work they do

(Stephen P.Robinns, 1993).

Participative management usually increases job satisfaction and morale. Thus a

supervisor who include employee in decision making is creating condition favorable to

high satisfaction and morale. The reason that most people are flattered when their opinion

is sought on an important issue (J.DuBrin,1989).

Pareek and Rao, (1998) suggest that, counseling could be an effective instrument in

helping people integrate with their organization and have a sense of involvement and

18

satisfaction. Michel (2001) on the other hand says that workers’ participation is a means

for mental and emotional involvement of workers in a group situation which encourages

them to identify themselves with the group goals and share responsibilities in them. A

study conducted by Verma.S.,(2009) on employee engagement found and stated that

employees will stay a long time with their company and be an campaigner of the

company and its products and services, and contribute to bottom line business success.

They form an emotional connection with the company. This impacts their attitude

towards the company’s clients, and thereby improves customer satisfaction and service

levels. A participative employee builds passion, commitment and alignment with the

organization’s strategies and goals and creates a sense of loyalty in a competitive

environment and provides a high-energy working environment.

According to Vera Bitsch and Michael Hogberg (2004), involvement is the level of input

an employee has in workplace decisions, starting out with the immediate task, how it is

done and with whom, reaching to equipment purchase decisions and facility upgrades,

product development or improvement, and including any suggestions an employee offers

and how they are dealt with. A feeling of “working for a common goal” is an indicator of

involvement on a general level. According to their study results, involvement functions as

a motivator, although most comments are neutral (62%).While drawing more positive

comments than negative ones, safety is a concern of employees and likely to act as a

hygiene factor. Safety includes references to accidents and work related illnesses.

Employees want to feel safe at their workplace and are troubled by unsafe conditions and

accidents. They appreciate any improvement, such as training and precautions.

19

2.3.2. Satisfaction with verbal Communication

The relationship between supervisors employees that can occur by maintaining open lines

of communication and thereby improving the morale people feel better (have higher

morale) when they can approach a boss about a variety of wok and work related problem.

Supervisors who shut off communication channels between themselves and subordinates

are inviting morale problems. (J.DuBrin,1989).

Communication helps achieving or the goals of the industry by ensuring as far as possible

complete understanding with a view to getting things done correctly, quickly safely and

conscientiously. It is commonly observed that the industrial managers are now fully

aware of the importance of effective communication on shop floor and therefore, desirous

of installing efficient and effective channel of communication. They are also training

people at different levels about the importance of communication and the effective use of

communication channel.

Higher productivity could only be achieved, if the industry is able to provide job

satisfaction to the human beings engaged in the industry. Human factor necessarily

means both: those who work those who take work from others.

Communication is therefore a very effective media for providing job satisfaction to the

people on the shop floor. Communication therefore satisfies the need of self –expression

for people, who work and also those who take work from others. The industrial managers

usually give more importance to the status satisfy the other important need, that means

self expression of these people. With the satisfaction of this need, the employees are

promoted to boost up their productivity and thereby achieve the objectivity of the

20

industry, namely more production backed by higher productivity with help of job

satisfaction. Communication is therefore is very essential for the success of industry.

Recently due weithage is being given to this factor by the management. Professionals are

anxious to learn the effective communication with great zeal (Kaila, 2003).

2.3.3. Satisfaction with Decision Making

Decisions that particularly affect the subordinates are better accepted if their opinions are

taken in to account. A free exchange of information around the decisions, comments and

questions may help them to come up with suggestions that may make decisions more

workable (Saiyadain, 1999).

Difficulties in implementing a decision often arise when it requires significant changes in

method of work, interpersonal and group relations, and so forth. In such cases,

organization should be prepared to accommodate change before implementing the

decision. Since every decision affects many people who have to implement it, and whose

personal goal achievement is affected by it, it will help to involve them in decision

making process. The most appropriate stage for their involvement is that of developing

the alternative solutions to the problem. It will not only stimulate their understanding of

the problem but also improve the quality of decisions by the contribution of their ideas

and suggestions. Decision verification involves periodic assessment of the effectiveness

of the decision in attaining the desired objectives. If the decision is not producing the

desired results, it may need change in the decision or its implementation, or even the

objective that might seem unattainable due to environmental constraints. Group decision

making permits the pooling of knowledge, abilities, skills, information and judgments

21

which contribute to improve in the quality of decisions. It also acts as a mechanism for

integrating differing viewpoints. It also provides a sense of worth and importance to

group members, and enhances their motivation and satisfaction (Agarwal, 2003).

2.3.4. Satisfaction with Interpersonal Relations

According to Andrew J.DuBrin (1989), giving employees an opportunity to achieve

important job values such as interesting work, pay, and promotions is helpful. Job

satisfaction is also enhanced when co-workers and supervisors have basic values that

mesh with those of the employees. For example, employees with a strong work ethic will

experience job satisfaction if she or he works among other employees who value hard

work.

According to Suri and Chhabra, (1999), the mutually satisfying and reciprocal interaction

between two or more persons is often called as interpersonal relationship. The term

‘interpersonal dynamics’ is highly dynamic and is of paramount importance for

managers as their success depends upon interpersonal relations, both with superiors and

subordinates. According to Saiyadain, (1999) leader who is readily available to his

subordinates impresses them with his interest in their problems, gives them an

opportunity to sound their ideas when they have the need for it, and generally promotes a

more effective superior subordinates relationship. A leader remotely placed and difficulty

to approach is neither sensitive to the problems at the shop floor nor would his decisions

be realistic. His sensitivity to predict problems and to take precautionary measures would

be the thwarted and he might be faced with surprises in his job .over and above all, his

remoteness might give the impression that he does not care for others and would rather

22

like to be left alone. In addition to these, it is noticed that conflicting orders,

discrimination, unnecessary interference in the work of employees, to close supervision,

public reprimands and pettiness often leads to ineffective supervisory behavior.

Subordinates see their supervisor as a model when satisfied with him they try to follow in

his footsteps

A survey study conducted by Madison (2000) on more than 21000 women occupying the

most demanding jobs indicated that those participants, who lacked support from co-

workers, were more likely to suffer from job dissatisfaction as cited in Nezaam.

Luddy,(2005). Empirical evidence indicates that relationships with colleagues have

consistently yielded significant effects on job satisfaction of federal government workers

in the United States (Ting, 1997).

In collectivist cultures, employees tend to have a strong sense of loyalty to their

supervisors and to firm where they work. Consequently, having a close tie and

collaborative relationship are very important. His finding validates the opinion that

establishing relationship with employees is an essential precondition for leader

effectiveness (Trompenaars, 1984).

In a recent study, Arya (1985) collected data on 35 workers from two public sector

corporations. His results suggest that the supervisors with higher democratic orientations

generated more interest in work among their subordinates. Personal relationship

communicates to employees that the leader approves both their work and themselves as

individuals. The leader can give signals of personal interest by listening to their

23

problems, showing tolerance when mistakes are made, appreciating when job is well

done, and so forth (Saiyadain, 1999).

According to Andrew J.DuBrin (1989), giving employees the opportunity to interact with

the person who ultimately uses their goods or services enhances job satisfaction. Most job

call for employees to submit their work to their boss or a co-worker, such as secretary

preparing letter for the department manager.

2.4. Working environment

2.4.1. Satisfaction with Promotion Opportunity

Denzo and Robbins, (1993) say that career program should look forward in developing

people for the long time needs of the organization and be capable of dealing with the

dynamic changes that will take place, overtime, in attempting to match individual

abilities and aspirations with the needs of the organization. Verma.S.,(2009) recommend

on her study that personnel should be given more opportunities to take part in decision

making process; so that involvement with the organizational activities will improve. The

roles and responsibilities within the group should be understood to a large extent, so that

the employee know what are their exact roles and responsibilities in the organization.

There should be clear co-ordination in the organization, such that the employees have

shared understanding of what they have to do for the organization. Therefore, they can

have satisfaction.

Graham (1986) defines promotion as a move of an employee to a job within the company

which has greater importance and, usually higher pay as in cited Wubuli .Abuduaini,

(2009).

24

A study conducted by Ellickson and Logsdon (2002) with municipal government workers

where satisfaction with promotional opportunities and founded that job satisfaction is

positively and significantly related to job satisfaction. According to Kristen.G (nd),

providing employees with the opportunity for growth is also a major contributor to

satisfaction. It is a good opportunity to see the abilities of lower level employees. Giving

employees new projects or goals allows them to become creative and skilled in new

areas. This broadens their knowledge while they become a more valuable asset to the

company. Doing another job entirely gives the employee a change of pace and direction.

The employee may find that they enjoy a different branch of the workforce better than the

one previously held. Failure to provide employees with opportunities to grow within the

company results in employee frustration.

(Luthans 2002:231) contends that, promotional opportunities have varying effects on job

satisfaction. This is because promotions come in different forms, with a variety of

accompanying results. For example, individuals who are promoted on the basis of

seniority often experience job satisfaction, but not as much as those who are promoted on

the basis of performance (as cited in Nworgu John- Franklin, 2006).

2.4.2. Satisfaction with Rewards & Recognition

In the broad sense, any valuable contribution, suggestion, behavior, skills, achievement,

service, innovation, capability, etc., deserve recognition, appreciation, and rewards.

Rewards and recognition could be given by providing certificates of appreciation,

advance increments, medals, prizes in kinds, monetary awards, public recognition etc.

Rao, (1992) recommends participative management, awarding and rewarding systems,

25

congratulating the employees for their achievement, job enrichment, offering prestigious

designations to the jobs, providing well furnished and decent work places, offering

membership in clubs or associations, providing vehicles, offering vacation trips are some

means to recognize the employees. Recognition is one of the motivation factors and it

means any kind of recognition, including negative recognition, the worker received

during the job from any source, for example a notice, praise or blame (Herzberg et al.

1959:44-45, as cited inLeppänen, 2011).

According to Andrew J.DuBrin (1989), a major contributor to satisfaction and morale is

recognition for good performance. Supervisors can give recognition by writing memos to

employees, publicly acknowledging employee’s contributions, mentioning employees to

higher management, or posting employee performance on the department bulletin board.

A more formal approach to employee recognition is for the company to issue printed

cards for certain types of achievement such as error-free work, perfect attendance during

certain period.

Our knowledge of motivation tells us that people do what they do to satisfy needs before

they do anything, they look for payoff or reward. Because many of these rewards –salary

increase, promotions and preferred job assignments, to name a few –are organizationally

controlled; we should consider rewards as an important force influencing the behavior of

employees. Reward system of the organization of the organization is highly related to job

satisfaction. This refers to how pay and promotions are distributed. The perception of

adequate and fair pay related to others lead to job satisfaction to be faire with respect to

both the level of compensation received and mechanism used to determine that pay

26

(Kaila, 2006).The most frequently stated area for improving job satisfaction in the

apprentice study was compensation (Vera Bitsch and Michael Hogberg, 2004).

According to Andrew J.DuBrin (1989), Job satisfaction increases directly when

employees’ receive meaningful rewards for performance. A significant reward is fair,

informative, and in line with a person’s needs or goals. A fair reward is commensurate

with the size of a worker’s contribution. An informative reward is one that tells you how

well you have performed , such as receiving a note that your error records was the lowest

in the group. A rewards in line with one’s needs or goals is the reward that the person

values. According to Schenk (2001), remuneration is defined as “the financial and non

financial extrinsic rewards provided by an employer for the time, skills and effort made

available by the employee for fulfilling job requirements aimed at achieving

organizational objectives.”004).

2.4.3. Satisfaction with Training

Training is the systematic modification of behavior through learning that occurs as a

result of education, instruction, development and planned experience. The fundamental

aim of training is to help the organization achieve its purpose by adding value to its key

resources –the people, its employee? Training means investing in people to enable them

perform better and to empower them to make the best use of their natural abilities

(Armstrong, 1999 as cited in Kaila, 2003). The basic purpose of training is to increase

productivity, quality, help a company fulfill its future personnel need, improve health and

safety, improve organizational climate, obsolescence prevention and personnel growth.

Etc.

27

Chatterje (1978a) lists four types of standard training programmes. They are induction

training, supervisory training, technical training, management development program

training programme (as cited in Saiyadain, 1999).

Induction training: Where in a new recruit is introduced to the organization, condition of

services, rules of behavior, etc. In addition, it is also given to familiarize a new entrant

with the job. Examples are induction during probation and the under-study system. The

training during probation is to familiarize with job and work environment. The under

study system is prevalent in government undertakings, where a person works with his

prospective senior officials as under study for a period of time before he takes over.

Supervisory training: Supervisors are trained for technical skills, leadership qualities for

handling machines and men.

Technical training: This types of training program me helps in inducting new entrants to

the operational requirements of the unit and in improving the skills of existing employees

for promotions, etc.

A management development: these training program emphasis attitudes and values,

conceptual knowledge, analytical abilities and decision making skills. The purpose is to

equip managerial personnel for management roles.

Organizations that do not provide sufficient training opportunities for employees are

doing themselves a wrong. These organizations are missing out on employees that are

dedicated to their companies and knowledgeable in their fields, and with sufficient

training, have the potential to do well in higher positions ( Kristen .G (nd).

28

Gopalkrishna and Achuthan (1985) asked 39 executives from 27 organizations top rank

various training programs according to the requirement of their organizations. The five

programs according to their cumulative ranking are given below. The first set of

programs refers to top rank, followed by second and so forth (Saiyadain, 1999).

Programmes that could change the attitude and behavior of participants

Programmes that focus strategic decision –making, problem solving etc.

Programmes that broaden the knowledge in areas, say recent research, etc.

Programme that covers tools and techniques

Programme that highlight government policy in the area.

2.4.4. Satisfaction with Job security

Job security is most often talked about in a neutral stance (63%). Employees mention the

years they have been with the company and its financial wellbeing and growth as

indicators of job security. Some employees did work for a different business for a time

and were welcomed back, often under better conditions than before. Most feel their jobs

are secure, which is a source of job satisfaction Vera Bitsch and Michael Hogberg (2004).

2.4.5. Satisfaction with employee development

Growth objective has assumed significance with the rise of professional managers. It

provides them opportunities for advancement, gives them sense of pride and achievement

and helps them enhance their social prestige. Growth satisfies ego needs of social prestige

(Agarwal, 2003).

Employees are the most precious resource of an organization. It is only in this resource

which provides an enterprise its long- term edge over its competitor. Moreover, there is

29

always a vast potential of developing employees through creating socio-technical

environment which not only permits them but also encourages them to utilize and

develop their abilities and competence. Employees’ development is mostly self-

development and it is the function of the environment in which they work. The best way

to develop employees is to give them responsibility, authority and resources for the

performance of their functions and provide them leadership and guidance in order to

enable them to perform effectively (Agarwal, 2003).

2.5. Organizational Factors

2.5.1. Satisfaction with Technical Supervision and Technical skill

Supervision forms a pivotal role relating to job satisfaction in terms of the ability of the

supervisor to provide emotional and technical support and guidance with work related

tasks (Robbins et al., 2003). 1998, as cited in Nezaam Luddy, 2005).

We are able to prepare a blue print of effective supervision if we have some ideas of the

problems of the supervisor and some idea what the subordinates expect from him.

According to Nworgu John- Franklin, (2006) Satisfaction with supervision had a

significant correlation with motivation and managers are therefore it is advised to

consider how their behavior affects employee satisfaction. This implies that managers can

increase employees’ motivation through various attempts to increase employee job

satisfaction.

The researcher Agarwal (1980), investigated the shop floor problems of the supervisors.

He interviewed 109 supervisors of large engineering industrial unit at Bombay. He was

able to identify a number of problems faced by them. These problems were classified by

30

him in to two categories: technical and human. Important among the technical problems,

which are pointed out by a majority of supervisors were problems which relate to the

material shortage, product design, machine breakdown, tools, lack of planning and

coordination and shop floor space.

According to Thomas J. DeStefano, Henry Clark, Megan Gavin & Thomas Potter (2005),

the support of one’s supervisor is a critical component of job satisfaction. This was

evident in the relationship between satisfaction with supervisor support and both current

aspects of job satisfaction (Compensation, Recognition, and both Technical and HR

Supervision), and future prospects (perceptions of Advancement).

As far as subordinates ‘expectations from their supervisors are concerned, Monga (1978a)

provide us some data. He collected data 100 workmen from two unit located in Haryana

State. He asked respondents to indicate the characteristics of a good and bad supervisor.

Their responses were further broken down in relation to workers and relating to the work

of supervisors and his relationship with the management (as cited in Saiyadain, 1999).

Characteristics of a good supervisor vis-à-vis his relationship with workers; Team

spirit 52 percent; minimum use of authority 36 percent; believes in friendly

relations 18 percent; unprejudied31 percent; and does not exploit workers’

weakness 19 percent.

Characteristics of a good supervisor pertaining to his work; Well conversant with

his job 51 percent ;trusts subordinates 11 percent; can exercise and does good

control 9 percent ;recognizes and praises 7 percent ; believes in delegation of

31

authority 6 percent ; encourage suggestion 5.6 percent ;instrumental in solving

workers problems 5 percent and interested in his work 6 percent.

Characteristics of a good supervisor concerning his relationship with management

;Maintains good relations with supervisors 18 percent; never misleads

management15 percent; skillful in dealing with supervisors 3 percent; enjoys

respect from supervisors 4 percent; fights for the interest of the workers 2 percent.

Characteristics of bad supervisor vis-à-vis his relationship with his workers; Not

bothered about workers problems41 percent ; prejudiced in recommending

promotions 23 percent ; puritanical in conduct 16 percent ;autocratic in outlook

15 percent ; avoids mixing with subordinates 8 percent .

Characteristics of bad supervisor pertaining to his work, unaware of the job 12

percent ; unable to communicate effectively 13 percent ; dose not listen to

workers 13 percent ;conceals his lack of knowledge 7 percent ; fault finding

nature 8 percent ; unable to get the work done through others 6 percent

;disinterested in his work 3 percent ; un necessarily interferes with work 2 percent

; and unduly punishes the workers 3 percent.

Characteristics of bad supervisor concerning his relationship with management

;Communicates paltry issues to the management 11 percent; misleads

management about workers 9 percent; extracts workers to please management

5percent; and steals workers’ ideas 5 percent.

32

According to Vera Bitsch and Michael Hogberg (2004), the technical aspects of

supervision, e.g., training, communication, competence and fairness, are also seen

primarily with satisfaction. Some employees are enthusiastic about their supervisor’s

competence and skills. An understanding, flexible supervisor with a sense of humor who

shows recognition and gives constructive feedback builds loyalty in employees.

Complaints and dissatisfaction with supervision address lack of communication,

incomplete instructions, favoritism, talking down and being pushy or harsh when

mistakes have been made.

Transformational leadership is more important in terms of follower satisfaction than

transactional leadership. The study conducted was suggest that government organization

should have the right person (with ability) to do the right job and give employees suitable

training to increase their job performance and ability. Besides that, supervisors should

take actions to improve their workers such as providing strong leadership and mentoring

for staff members, building working conditions that are conducive and provide

challenging and stimulating work assignments (Voon, Ngui1, and Ayob, 2011).

Technical skill- is proficiency in a specific activity that involves methods, processes,

procedures, or techniques. Having good technical skill is usually a requirement for being

selected as a supervisor. Typical technical skills posses by supervisors include: budget

preparation, loading machine, preparing a machine, operating a computer and

administering first aid etc (J.DuBrin, 1989).

33

2.5.2. Satisfaction with Company policy

Policy is developed within the frame work of objectives. It provides the basis for decision

making and the course of action to follow in order to achieve objectives. Securing

agreement to a new or revised policy can help overcome reliance on outdated practices

and aid the introduction of organizational change. The personnel management function is

centered on people’s needs while working in an organization, and ways in which their

work promotes or frustrates the fulfillment of these needs. The practice of modern

personnel management is directed towards providing conditions under which people

work willingly and effectively , and contribute to the success of the organization . This

involves concern for employee motivation and job satisfaction (J. Mullins, 2002).

2.5.3. Satisfaction with Working Conditions

According to Andrew J.DuBrin (1989), working conditions that are compatible with an

employee’s physical needs and that help make reaching work goals possible contribute to

job satisfaction. For example, assume that quality-control inspector has correct vision.

The inspector’s job satisfaction would be enhanced if the company provided the inspector

with magnification lens to assist in parts inspection. The inspector’s job satisfaction

would also be enhanced with above-average illumination in his or her work area.

Job satisfaction is reduced by overcrowded conditions and dark, noisy environments,

with extreme temperature and poor air quality. These factors are not directly associated

with job, but with the context in which the work is performed (Kaila, 2006).

The process of industrialization has brought in to the industry modern technology,

modern sophisticated equipments and use of various chemicals. With this process of

34

industrializations sufficient care has not been taken simultaneously about health, safety

and life of the worker and public at large. The pollution of atmosphere and water has also

not been checked, resulting in to unhealthiness. Occupational disease and in adequate

safety measures have lead to many accidents resulting in loss of life or permanent

disability to the workmen. The work environment has important bearing on the efficiency

and satisfaction of the employees. A dimly lighted, poorly ventilated and crowded place

of work hampers efficiency. The workers are forced to spend more energy to accomplish

tasks which they can do with much lesser efforts in otherwise conditions. Poor working

conditions have been found to cause greater fatigue, negligence, absenteeism, indiscipline

and insubordination among the employees (Saiyadain, 1999).

An international study on the working conditions in some developing of Asia

(Bangladesh, India, Singapore, etc.) examined the feasibility of improving the conditions

of work in small enterprises in these countries. Data was collected through case study for

improvement in such areas as work place ergonomics, work organizations, working time,

working place environment, safe, welfare and social services. Improvements were,

suggested in the areas. There were suggestions from 63 percent and 66 percent of the

organizations to improve hours of work per day and duration of work spells, respectively

(Saiyadain, 1999).

Work conditions are an essential part of work, but usually the intrinsic aspects of work

seem to provide the most motivation in the long term. For instance, one might have a job

where the work conditions are not the best, but then the work is personally meaningful

35

and challenging enough to an employee and so it keeps one motivated. In this case, the

motivation factors would override the hygiene factors in importance (Leppänen, 2011).

Siti Zawiah Md. Dawal Zahari Taha (2006) study results indicated that environment

condition especially temperature, and light could affect job satisfaction in automotive

industries. More than 60% of the respondents felt discomfort with temperature, in the

company under studied. On the other hand, 90% felt comfort with light condition in the

company under studied.

Temperature: According to Siti Zawiah Md. Dawal Zahari Taha, 2006) ,an important

consideration on the effects of thermal environment is psychological parameters such as

level of arousal and motivation as well as other factors that contribute to individual

differences.

Light: Light can cause discomfort to the occupants of an environment as well as pleasure

and positive emotional sensations. Enquiries on illuminance included satisfaction or

comfort or discomfort when looking at a work task Siti Zawiah Md. Dawal Zahari Taha,

2006).

According to Frame (2004) work conditions are defined as an employee’s work place,

work instruments, the work itself, organization policy, and organizational rules. Arnold

and Feldman (1996), promoted factors such as temperature, lighting, ventilation, hygiene,

noise, working hours, and resources as part of working conditions”( as in cited Wubuli

.Abuduaini (2009).

According to the study conducted by Vera Bitsch and Michael Hogberg( 2004), Work

load, work pace and hours worked are perceived differently by different employees.

36

Some employees feel stressed by working too many hours; others feel they are not getting

enough hours or complain about a high variance in the work flow; a third group thinks

agricultural work is laid.

2.5.4. Satisfaction with Technology

The technology comes into everyday use in the organization & hence the managers

and/or employees who use the technology on day –to—day basis come to understand

what it can do & its limitations & may play a part in shaping the way in which it is

utilized and what the organization gains.

The extent of the opportunity employees have here will depend in part upon earlier

decision taken by managers & others about the matter such as the number of staff

required, job design around the technology (re skilling, deskilling, up killing, etc.) &

working practice (Mullins, 2002). Employees who were very satisfied and very

dissatisfied were at the same percentage, which is 8.75%, and who said neutral are at

33.75%, which means it is not clear enough to judge. More investment in technology

would likely increase employee job satisfaction regarding intrinsic and general

perspectives (Attar, Sweiss, 2010). According to L.J. Mullins (1993, as cited in Prince

Efere 2005), technology is the major factors which have an influence on job satisfaction.

Obsolete equipment can contribute to productivity and quality problem. The equipment

may also have worked well once, but it does not meet current requirements. In order to

reduce expenses some manufacturing facilities retain equipment that is over75 years old.

An old machine, for example, may not grind parts with enough precision, resulting in

customer return. Another technology factor contributing to poor quality is sub standard

37

components purchased from suppliers. A company’s product may fail in use because a

component fails (J.DuBrin, 1989).

2.5.5. Satisfaction with the Work Itself

Job satisfaction stem directly from being interested in what you are doing. Many terms

have been used to describe this inherent interest in work, including craft instinct, pride in

work and self rewarding work. Whatever term is used, the message is the same: people

who love their work experience high job satisfaction (J.DuBrin, 1989).

According to Franklin (2004) work itself is an extremely important consideration in

motivation. Person tends to work with zeal if the satisfaction from the work is high and

in keeping with what the person wants.

2.6. Demographic Variables Association with Job Satisfaction

In cross cultural study on the relationship of personal characteristics (age, sex, years of

education, years of work experience, and annual income) and job satisfaction, Saiyadain

(1985) administered these statements to 620 Nigerian and 778 Indian employees. They

were asked to respond to these statements on a 6 point scale ranging from strongly agree

to strongly disagree. The individual statements were inter-correlated. Since the statements

inter-correlated significantly, response on them were added to overall score of job

satisfaction and conclusion drawn on job satisfaction and various personal characteristics

for managerial personnel are:

Job satisfaction increases with increasing age up to a point and then decreases

with increasing age

Job satisfaction decreases with increasing years of education

38

Job satisfaction increases with increasing years of experience

There is no relationship between job satisfaction and annual income.

2.6.1. Gender a gender perspective implies analyzing the importance, meaning and

consequence of what is culturally defined as male or as female ways of thinking

(knowing), feeling, valuing and acting. A gender perspective also implies analyzing of

the organizational practices that maintain the division of labor between the sexes (J

Mullins, 2002).

2.6.2. Age According to Wanous and lawler (1974) who found that 23 operational

definitions based on 23 facets of job satisfaction did not yield empirically comparable

measure of job satisfaction. Some correlated better with the overall rating of the job

satisfaction than other (as cited in Saiyadain, 1999).One would expect that as the person

would grow older he would get older he would get great satisfaction with his job

particularly because of the experience. Studies by Guha (1965) support such a

relationship (as cited in Saiyadain, 1999).

2.6.3. Educational Attainment According to Saiyadain (1999), Seven out of nine

studies reviewed here have concerned themselves with the relation between education

and job satisfaction. Except for a study which shows positive relationship and the other

which shows negative relationship, most studies show no relation job satisfaction and

education. However, it is reasonable to assume that the more educated would be

frustrated in routine jobs. A study conducted by Rao (1970) found that the higher the

education, the higher was the job satisfaction (as cited in Saiyadain, 1999). With

increasing variety of skills needed in the work system, the formal educational approach of

39

courses in punctuality, obedience, and repetitive toil will have to be modified. As

companies see that a diploma has less relevance to actual work performance, they will

hire people on the basis of job simulation experiments or on probation rather than just

automatically accepting diploma (Franklin, 2004).

2.6.4. Income A study conducted by Sharma (1980a) indicates that the higher income

should lead to higher job satisfaction. He found a significant positive correlation between

emoluments and job satisfaction and again another study conducted by Vasudeva and

Rajbir (1976), found that job satisfaction increase with increasing wages for the skilled

group only (as cited in Saiyadain, 1999).

Some studies indicate that pay levels do affect satisfaction, which in turn affects

performance positively or negatively. Most managers believe that adequate pay and job

satisfaction positively affect employee performance and output. Therefore, it is important

for a manger to understand some key determinants of compensation with regard to

worker satisfaction (Franklin, 2004).

2.6.5. Years Experience When a decision must be reached, it is common practice to

draw assistance from past e vents. Having participated in or witness a situation similar to

the one being decided provides an intimacy and understanding of the issues and suggests

possible actions. A person sees and understands things in terms of concepts with which

he or she is familiar. One forgoes in some cases resists approaches which are foreign to

ones individual experience (Franklin, 2004).

One of the seven studies that have dealt with the relationship of job satisfaction and years

of work experience shows negative relationship while to others provide just the contrary

40

findings. Remaining four shows no relationship between years of experience and job

satisfaction. If one goes by the general understanding, perhaps a person who is just

starting his career would be more satisfied with it because of initial enthusiasm which

might wear off after awhile. However, as soon as he reaches a period close to

retirement, his satisfaction should again increase because of the lack of alternative

opportunities to him (Saiyadain, 1999).A study conducted by Sharma (1980) indicates a

significant positive correlation between experience and job satisfaction (as cited in

Saiyadain, 1999).

41

CHAPTER-THREE

Methodology of the study

3. Research design

The researcher was used quantitative approach form data analysis and applies descriptive

type of research method. This was enabling the researcher to describe the status,

behavior, attitude of employee job satisfaction. The major purpose of descriptive research

is description of the state of affairs as it exists at present and that the researcher has no

control over the variables; he can only report what has happened or what is happening.

For example, preferences of people (kothari.C.R.1990:2-3).

3.1. Sample size determination and Sampling techniques

The researcher has used simple random sampling for all employees in order to get

accurate information where the entire study units have an equal chance for being selected.

According to Gay (1996) minimum acceptable sample size for descriptive research is

10% of the population proposed under study. Therefore, the sample size drawn was 35%

of 434 employees. The generalizations that come from these are more likely to be closer

to a true representation of the population. Expected sample size drawn was 152, but the

collected paper was 135 from each respective department.

42

Table 3.1, Sample size drawn from the company population

Category

Population size (N)

35% of calculated figure distribution

Size of sample to be selected (n)

TABOR CERAMIC EMPLOYEE 434 152 -

Administrative employees 70x.35 25 25

operational employees 364x.35 127 127

Total 152

Source: developed for this research

As indicated above the population size of the study is 434. Thus , taking in to account a

small population size variance and the cost of taking samples and time consuming for

large sample size , medium sample size was applied in accordance with the given

population size. Therefore, the sample size selected for the study under consideration was

135. From the source population of Tabor Ceramic appropriate sample for questionnaire

administration was determined by using lottery technique to give equal weights for each

departments of Tabor Ceramic. Once the total sample size from each department was

determined appropriate respondents from the management and the non management

staffs were selected by using random sampling technique.

43

3.2. Source of data

Primary source: It is a data source from which the researcher will obtain original

data directly from respondent. The researcher used primary source of data

gathering instruments of closed-end questionnaire directly from respondents and

participative observation.

Secondary source of data: Secondary sources data were extracted from journals

articles, books, internets, magazines, to supplement the primary data obtained

from the primary sources through questionnaire.

3.3. Method of Data Analysis

The data collect was analyzed using the computer software known as statistical package

for service solution and quantitative data was analyzed by SPSS software program,

inferential statistics. The job satisfaction of employee was analyzed on the basis of

correlation with the demographic characters. Descriptive statistics was employed to

illustrate the independent variables in terms of employee job satisfaction. The response to

the likert scale questionnaire was rated in percentage, frequency and mean. The

respondents’ response for each alternative was illustrated and analyzed.

44

The researcher used that five points constitute the scale. At one extreme of the scale there

is strong agreement with the given statement and at the other, strong disagreement, and

between them lie intermediate points. Each point on the scale carries a score. Response

indicating the least favorable degree of job satisfaction is given the least score (1) and the

most favorable is given the highest score (5).

Response rate weight/score attached

The least favorable response (1)

Less favorable response (2)

Neutral response (3)

More favorable response (4)

Most favorable response (5)

3.4. The Pearson Product Moment Correlation Coefficient

According to Anastasi and Urbina (1997: 88,as cited in Hailemariam

Gebremichael,2011), “the Pearson Product Moment Correlation Coefficient takes into

account not only the person’s position in the group but also the amount of her or his

deviation above or below the group mean.” To ascertain whether a statistically significant

relationship exists between genders, experience, age, income, education with job

satisfaction, the Product Moment Correlation Coefficient was used.

45

According to (McDanail and Gates, 2006 as cited in Hailemariam Gebremichael, 2011),

correlation coefficient can range from-1.00 to +1.00. The value of -1.00 represents a

perfect negative correlation. While a value of +1.00 represents a perfect positive

correlation.

A value of 0.00 correlations represents no relationship. The results of correlation

coefficient may be interpreted as follow:

Correlation coefficient Interpretation Negative (-1.00 to -0.8] High (-) (-0.8 to -0.6] substantial (-) (-0.6 to -0.4] medium (-) (-0.4 to -0.2] Low (-) (-0.2 to 0.2) Very Low (-) (0) No signals Positive [0.2 to 0.4) Low (+) [0.4 to 0.6) Medium (+) [0.6 to 0.8) Substantial (+) [0.8 to 1.00) High (+)

On this study Pearson’s Product moment correlation Coefficient was used to determine

the relationship between job satisfaction and demographic variables understudy.

46

CHAPTER FOUR

Results and discussions

Introduction

This chapter presents the results of the study based on the empirical analysis of the data

solicited from the research respondents. To facilitate ease in conducting the empirical

analyses, the results of the descriptive analyses are presented first, followed by the

correlation between job satisfaction and demographic variables analysis.

The statistical programme used for the analyses and presentation of data in this study is

the Statistical Package for the Social Sciences (SPSS) version 20 and Ms Excel. The

descriptive statistics utilized are based on frequency tables and graphical or chart

illustrations to provide information on key variables in this study. This was achieved

through summary statistics, which is mean values which are computed for each of the

factors of job satisfaction in this study.

This chapter deals with the socio-demographic profile of the population, analysis and

interpretation of the data collected based on response to questionnaire filled by Tabor

ceramic company employee.

47

Demographic variables

Table 4.1, Respondent frequency and percentage character

Source: developed for this research

No. Variables Range N %

1 Gender Female 35 25.9

Male 100 74.1

2 Experience Below 5years 20 14.8

5-14 years 60 44.4

15-19 years 38 28.1

20-24 years 10 7.4

25 and above 7 5.2

3 Age 18-24 11 8.1

25-32 49 36.3 33-40 41 30.4 41-48 23 17.0 above 49 11 8.1

4 Income birr 320-1000 56 41.5

birr1001-2000 74 54.8 birr 2001-4000 5 3.7

5 Education primary school 1-8 17 12.6

secondary school 9-12 40 29.6 Certificate 11 8.1 Diploma 55 40.7 Degree 12 8.9

Total 135 100.0

48

4. Characteristics of respondents

The necessary data for this study were obtained from Tabor Ceramic company

employees. One type of structured questionnaire were prepared and distributed to each of

the individual employees and it was generally the same. The total respondents were one

hundred thirty-five. From the total number of questionnaires distributed were

(N=25,100%) for administrative 131(100%) for operational employees were reverted

back.

4.1. Gender distribution of respondents

The above table 1, item1, shows (N=35, 26%) of the respondent were female and

(N=100, 74%) were male. This indicates that the sex composition among tabor ceramic

company biases and favor. The two sexes have equal satisfaction level of the variable

requested to respond.

4.2. Age distribution of respondents

The above table 1, item 3, portrays the age distribution of the samples .It is observed that

most of the employees are in the age category of 25-32 years, (N=49, 36.3%), closely

followed by the age category 33-40 years, (N=41, 30.4%). This is followed by the age

category 41-48 years, (N=23, 17.0%), which is followed equally by both the age category

18-24, (N=11, 8.1%) and above 49 years, (N=11, 8.1%). The mean age of the

respondents was 27.

The result reflects that most of the employees of the companies fall in the age category of

25-32 years old.

49

4.3. Work experience of the respondents

The above table 1, item 2, reflects the number of working experience that the respondent

in the sample have. It is observed that most of the employees have 5-14 years of working

experience (N=60, 44.4%), which is closely followed by experience category 15-19

years, (N=38, 28.1%). This is followed by the category below 5 years of experience,

(N=20, 14.8%), which is followed by the category 20-24 years (N=10, 7.4%). It is also

observed that the least amount are employees who having working experience of 25years

and above (N=7, 5.2%). This can be attributed to the fact that many of the employees

members falling in this category have already reached retirement. From this all, it could

be possible to conclude that the employees under study have long term experience of

work; this helps them to analyze the problems job satisfaction and predicate the remedy

for its solution in the company.

4.4. Income of the respondent

The above table 1, item 4, shows income earned by the sample per month. It is clear that

most of the employees of the sample earn the income category of birr1001-2000 per

month (N=74, 54.8%), which is followed by the category of 320-1000(N=56, 41.5%) and

the least amount employees (N=5,307%). This indicates that there are low levels of

income structure among the employees of the two companies. Views on income, as

shown in table 1, are almost similar. That is majority of the respondent (55%) fail in the

income range of 1001-2000. The salary scale could not be in accordance market related

rates. As far as the employee important income was their job but no satisfactory. From

this we can understand that employees work was hardly recognized or rewarded.

50

4.5. Education level of respondents

The above table one item 5, illustrate that the educational qualification of the sample. It is

observed that the sample mainly comprises of employees that holds diploma (n=55,

40.7%), followed by (N=40, 29.6%) employees of secondary school level (9-12). This is

followed by category primary school (1-8) education level (N=17, 12.6%), which is

followed by having degree educational level category (N=12, 8.9%). There was only

(N=11, 8.1%) of the sample that indicated that they hold certificate. most of the

employees is in possession a secondary school and diploma. This could imply insufficient

level of education and largely is dissatisfied with it and need further training and

development.

4.6. Correlation analysis between job satisfaction and demographic variable

Table 4.2, Correlation between demographic variables and job satisfaction

Source: developed for this research

**=p< .01 *=p<.05 (2-tailed). ** Correlation is significant at the 0.01 level (2-tailed).

These data indicates that overall job satisfaction results correlate with: experience

(r=.865**

, p<.001); age (r=.890**

, p<.001) and income (r=.676**

, p<.01), education

(r=.795**

p<.001) with the exception of gender. The relation also significance at .01 or .05

refers table 2 above.

Demographic factors Gender Experience Age income Education

Overall job satisfaction -.078 .865** .890** .676** .795**

51

According to this study experience, age, income and education level have substantial

positive relation with job satisfaction. These have significant positive relation with job

satisfaction. However, there exists extremely very low negative, but statistically

significant relationship between job satisfaction and gender in the employees. It does

have inverse relationship.

The investigation shows that there is a strong positive relation between job satisfaction

and age of employees. Older employees are, more satisfied. The cause is that older

employees have lower expectations for the work compared to young employees.

As per to this study age ranks as the top most demographic factors contributing to the job

satisfaction. This is followed by experience. The next rank is shared by education,

income and gender respectively. The demographic variables with positive relation have

direct relationship, whereas the gender with negative relation does have inverse

relationship job satisfaction.

This study was discussed so far here as follows:

On contrast Saiyadain, (1999) one of his seven studies shows that there was negative

relationship between job satisfaction and years of work experience. Studies by

Saiyadain (1985) shows that job satisfaction increases with increasing age up to a point

and then decreases with increasing age, decreases with increasing years of education,

increases with increasing years of experience, but his study demonstrate there is no

relationship between job satisfaction and annual income. On the contradictory, a finding

presented by Sharma (1980a) indicates that the higher income should lead to higher job

satisfaction. He found a significant positive correlation between emoluments and job

52

satisfaction and again another study conducted by Vasudeva and Rajbir (1976), found

that job satisfaction increase with increasing wages for the skilled group only (as cited in

Saiyadain, 1999). This finding is supported by Franklin, (2004) who state that pay levels

do affect satisfaction, which in turn affects performance positively or negatively.

Results of this study indicate that a moderate statistically significant and substantial direct

relationship was found between job satisfaction and education in the sample of

employees. This study is supported by Rao (1970) found that the higher the education,

the higher was the job satisfaction (as cited in Saiyadain, 1999). With increasing variety

of skills needed in the work system, the formal educational approach of courses in

punctuality, obedience, and repetitive toil will have to be modified.

53

4.7. Analysis of organizational factors

Table 4.3, Analysis of organizational factors in terms job satisfaction No. Item Rating N % Mean

1 The general working conditions such as heating, lighting, safety wearing, induction program, temperature and ventilation etc., are favorable in my working place.

Strongly disagree 53 39.3 1.76 Disagree 70 52

Undecided 6 4

Agree 4 3

Strongly agree 2 2

Total 135 100

2 I am content with the employees’ assistance policies related to medical, transport, lunch and the like provided by the company.

Strongly disagree 43 32 2.02 Disagree 64 47

Undecided 13 10

Agree 12 9

Strongly agree 3 2

Total 135 100

3 The volume of workload I am expected to do is reasonable and I never felt that I am overloaded.

Strongly disagree 37 27 2.41 Disagree 52 39

Undecided 10 7

Agree 26 19

Strongly Agree 10 7

Total 135 100

4 I have got the right technical supervision with clear direction in line with my job requirement practically.

Strongly disagree 13 10 3.60 Disagree 35 25

Undecided 3 2

Agree 26 19

Strongly agree 58 43

Total 135 100

5 I appreciative the existing technology applied and utilized in my organization as compared to the other.

Strongly disagree 85 63 1.53 Disagree 36 27

Undecided 9 7

Agree 2 2

Strongly agree 3 2

Total 135 100

6 My company considers close match of my right skills at the right position based on developed criteria and competition within the organizational structure.

Strongly disagree 34 25 2.05 Disagree 85 48

Undecided 11 23

Agree 5 4

Strongly agree - -

Total 135 100 2.23

Score Value: SDA(1), DA(2), UND(3 ),A(4) &SA(5). Source: developed for this research

54

Working condition: In the table 3 item 1 illustrate that 53(39.3%) strongly disagree,

70(52%) disagree with the working conditions such as heating, lighting, safety wearing,

induction program, temperature and ventilation in the working place while 6 (4%) small

number of the employee were agree 4(3%) and strongly agree2 (2%) with working

condition of the company. 6(4.4%) the next least number of the employees was

undecided, with the mean value of (1.76) which is insignificant and strongly weak.

From this, the researcher concludes that employees are unfavorable with working

condition in the organization understudied. Again it implies the danger of the problem

having inappropriate working condition that may reduce the employees’ performance and

hazard for their healthy. These cumulative effects dissatisfied them.

Company police: The above table 3 item 2 shows a significant indication that 43(32%)

strongly disagree,64(47%) disagree with the employees’ assistance policies related to

medical, transport, lunch and the like provided by the company, while respondents of

12(9%) agree, 3(2%) strongly agree with the statement. It also noted that 13(10%) did not

respond total of this statement. Having the score (2.022) which is below the average level

that is immaterial. Therefore, it is obvious to conclude that they were unfavorable with

their company policy.

55

Work Itself: As shown in table 3, on fourth item, respondents of 37(27%) strongly

disagree, 52(39%) disagree with volume of workload they were expected to do while

26(19%), and 10(7%) of the respondents were in a position of agree and strongly agree

with the above statement. At the same time 10(7%) a few numbers of the employees were

undecided to the given statement, with minimum mean score of (2.41) that fail in the

unfavorable response with their work load given to them.

Technical Supervision: Table 3, statement 4 confirm that 13(10%), 35(25%) of the

individual respondents were strongly disagree and disagree with technical skill in line

with job requirement. Whereas 26(19%) and 58(43%) the largest proportion of the

employees were agree and strongly agree with the technical supervision they get.

Whereas 3(2%) undecided to the technical supervision they receive. The mean value of

general response was (3.60) which found in the strong positive significant response class.

Technology used: Table 3 item 5, 85(63%) strongly disagree and 36(27%) disagree,

shows that hat there is no new technology introduced and modification of existing in the

company were the highest percentage of respondent for this statement and those who

were not appreciative the existing technology apply and utilized in the organization.

But 2(2%) agree, 3(2%) strongly agree of employees were appreciative the existing

technology applied and utilized in organization. The minimum number of employees

9(7%) were undecided to the existing technology employed in the company understudied.

Representative mean value of the sample covers (1.53), which point out very low

significant value of technology utilized in the company understudied. This average mean

56

value is strong negative response and insignificant. This strongly reflects the

dissatisfaction of employee with the technology on hand and activity in their company.

Right position: As illustrated from table 3, item 6, 34(25%) and 85(48) shows that

employees were strongly disagree and disagree with their position they were assigned for

duty. At the same time 11(23%) undecided and 5(4%) agree with their current position

with the insignificant average range of (2.05). It observed to determine that the sample

respondents were strongly unfavorable with their present occupational position. This

cause may assume that placement is not taking in consideration of employee’s skill,

profession and not placing the right employees at the right position. Furthermore, it is

assumed that private company may hire their relative at key position without considering

their educational, experience and skill back ground; this like may it dissatisfied

employees. This finding shows that employees were unfavorable with the organizational

factors understudied such as working condition, company policy, technology employed,

work itself and their position. This study was discussed so far by other researchers:

With regard to company policy findings discovered by J. Mullins, (2002) stated that

company policy has concern for employee motivation and job satisfaction. This study

was confirmed by Edward Sek Khin Wong (2009), he drawn conclusions from his study

and show that the major sources of job satisfaction are policy.

57

About the technology employed finding, by L.J. Mullins (1993, as cited in Prince Efere

2005), technology is the major factors which have an influence on job satisfaction.

Relating to working condition, Siti Zawiah Md. Dawal Zahari Taha (2006) study results

indicated that environment condition especially temperature, and light could affect job

satisfaction in automotive industries.

Regarding work itself study by Franklin (2004) shows that work itself is an extremely

important consideration in motivation. Person tends to work with zeal if the satisfaction

from the work is high and in keeping with what the person wants. In addition, intrinsic

aspects of work stemming from the work itself relate to a human’s psychological growth

needs, or human needs, while extrinsic aspects, factors unrelated to the work itself, relate

to animal needs (Leppänen, 2011).

Pertaining to employed position, a literature by J.DuBrin,( 1989) sated that technical

skill is a proficiency in a specific activity that involves methods, processes, procedures,

or techniques. With regard to work itself, a study conducted by Badreya Al Jenaibi1,

(2010), he suggests that future studies must focus on comparing heavy workloads and job

satisfaction. Pertaining to occupational position a study by, Fiaz Mahmood and Qadar

Bakhsh (nd), reported that factors negatively influencing the satisfaction includes,

pressure of the job and interference from non professional. Satisfaction may be the

feelings or state-of-mind of a person regarding the nature of work being done.

58

4.8. Analysis of social factor

Table 4.4, Analysis of social factor in terms job satisfaction

No. Item Rating N % Mean

1 I have a harmonic relationship with my immediate supervisor for seeking any help, guidance and the like to do my work better.

Strongly disagree 21 15.6 1.90

Disagree 46 34.1

Undecided 8 5.9

Agree 31 23.0

Strongly Agree 29 21.5

Total 135 100

2 When I am in job I get co-operation and co-ordination from other when-ever I am in need of it.

Strongly disagree 21 15.6 3.13

Disagree 41 30.4

Undecided 6 4.4

Agree 34 25.2

Strongly agree 33 24.4

Total 135 100

3 I am happy with communication received from employees, management from time to time which avoids me from confused situation.

Strongly disagree 25 18.5 3.14

Disagree 26 19.3

Undecided 10 7.4

Agree 53 39.3

Strongly agree 21 15.6

Total 135 100

4 My supervisor involves me in decision making process whenever the appropriate situation arises.

Strongly disagree 49 36.3 2.05

Disagree 54 40.0

Undecided 18 13.3

Agree 4 3.0

Strongly Agree 10 7.4

Total 135 100

5 In my organization, the justified opinions suggested by the employees are considered for the implementation.

Strongly disagree 40 29.6 2.27

Disagree 56 41.5

Undecided 11 8.1

Agree 18 13.3

Strongly Agree 10 7.4

Total 135 100 2.72

Score Value: SDA(1), DA(2), UND(3 ),A(4) &SA(5). Source: developed for this research

59

Harmonic relationship with immediate supervisor: The above table 4 item 1, indicates

that 21(15.6%) and 46(34.1%) of respondents were strongly disagree and disagree to the

relationship with their immediate supervisor respectively. While 31(23%) and29 (21.5%)

of employees responded that they were agree and strongly disagree with the relationship

with their immediate supervisors. Very few of them, 8(5.9%) were uncertain about the

issue requested to respond. Holding minimum score (1.90) relative to the average range.

Relationship with co workers: Although the above table 4 item 2 shows were 21(16%)

strongly disagree and 41 (30%) disagree about the relationship of co-workers, it was quite

interesting to observe that 34(25%) and33 (24%) of employees were agree plus strongly

agree with their relationship with co-workers. 6(4%) of workers were uncertain about this

statement and have moderate positive significant mean value of (3.13).

Verbal communication received from employees, management: The above table 4,

item 3 indicates that 21(16%) plus53 (39%) of the employees strongly agree and agree

regarding the verbal communication received from employees, management from time to

time, followed by 10(7%) employees were undecided to respond to the given statement

while 25(19%) and 26(19%) employees express that they were strongly disagree and

disagree with it correspondingly. Observed score value (3.14) from the table 4.4, specify

that moderate positive response which demonstrate important and interesting rate.

Involving in decision making: In the table 4 item 4, it is observed that 49(36%) and

54(40%) of the employee stated that they were strongly disagree and disagree with the

involvement in the decision making process when the appropriate situation arises while

10(7%), 4(3%) of employees stated that they were strongly agree and agree with the

60

involvement in the decision making process when the appropriate situation arises.

Followed by this 18(13%) of the employees were neutral to the requested statement.

Having the recorded low mean score rating (2.05) which is negative response and

unfavorable.

Participation: As per the information presented in item 5, table 4, the sample

respondents were pointed out that 40(30%) strongly disagree, 56(42%) disagree with the

justified opinions suggested by the employees are considered for the implementation

seeing that 18(13%) and 10(7%) of the respondent were agree and strongly agree with

this item whilst 11(8%) of the worker undecided to it. With reference to recorded mean

sore (2.27), reflects unfavorable concerning participation practice in their own company.

This study illustrate that employees were unfavorable with the social factors such as

decision making, participation, relationship with their boss of the company understudied.

This study was discussed by different scholar and researcher as follow:

About participation findings by Stephen P.Robinns, (1993) confirm that employees with

a high level of job involvement strongly identify with and really care about the kind of

work they do. This study is supported by study conducted by Verma.S.,(2009) on

employee engagement found and stated that employees will stay a long time with their

company and be an campaigner of the company and its products and services, and

contribute to bottom line business success. Furthermore, J.DuBrin,(1989) demonstrate in

his study that participative management usually increases job satisfaction and morale.

Pertaining to the decision a study by Saiyadain,(1999) verify that difficulties in

implementing a decision often arise when it requires significant changes in method of

61

work, interpersonal and group relations. Moreover, finding of Agarwal, (2003) reported

that decision provides a sense of worth and importance to group members, and enhances

their motivation and satisfaction.

With regard to employees relationship with their boss findings by Saiyadain, (1999)

verify that leader who is readily available to his subordinates impresses them with his

interest in their problems, gives them an opportunity to sound their ideas when they have

the need for it, and generally promotes a more effective superior subordinates

relationship. This finding is supported by Trompenaars (1984) whose finding validates

the opinion that establishing relationship with employees is an essential precondition for

leader effectiveness. In this study it can be concluded that the majority of respondents

were unfavorable with job facets relating to social factors understudied.

62

4.9. Analysis of working environment

Table 4.5, Analysis of working environment in terms on job satisfaction No. Item Rating N % Mean

1

My company always gives priority to me for filling higher position from within rather than looking from outside.

Strongly disagree 22 16.3 2.91

Disagree 51 37.8

Undecided 7 5.2

Agree 27 20.0

Strongly Agree 28 20.7

Total 135 100

2 I am happy with the recognition I have received from my organization as a result of my performance.

Strongly disagree 26 19.3 2.44

Disagree 67 49.6

Undecided 11 8.1

Agree 19 14.1

Strongly agree 12 8.9

Total 135 100

3 The training and development provided for me is appropriate and develop my skill and knowledge further.

Strongly disagree 58 43.0 1.90

Disagree 54 40.0

Undecided 10 7.4

Agree 4 3.0

Strongly agree 9 6.7

Total 135 100

4 I am happy with the existing reward structure of the company since it is fair and reasonable and meets my interest.

Strongly disagree 44 32.6 1.88

Disagree 75 55.6

Undecided 8 5.9

Agree 4 3

Strongly Agree 4 3

Total 135 100

5 I am happy with the overall job security given to me in my working organization.

Strongly disagree 37 27.4 1.92

Disagree 79 58.5

Undecided 12 8.9

Agree 7 5.2

Strongly Agree 0 0

Total 135 100 2.21

Score Value: SDA(1), DA(2), UND(3 ),A(4) &SA(5).

Source: developed for this research

63

Promotion and Upward Movement: on item 1 table 5 indicates that the score of

22(16.3%) and 51(37.8%) of the employees were strongly disagree and disagree with

priority of promotion and upward movement within their company rather than looking

from outside while 27(20%) and 28(20.7%) of them reflected that they were agree and

strongly agree regarding priority of promotion and upward movement within their

company. It was also observed that 7(5.2%) of these employees uncertain about the

statement requested to respond. On the subject of the mean score (2.91) be evidence for

the insignificance of promotion given the company and promote dissatisfaction of

employee adversely. This implies that above the average of the company employees were

unfavorable with the priority of promotion given to individual employees.

Recognition: The above table 5 item 2 reflects more on negative responses, disagree

67(49.6%) and strongly disagree 26(19.3%)) of employees for recognition for work done,

while recorded positive responses (strongly agree 12(8.9%) and agree 19(14.1%). But

11(8.1%) of the sample respondents were cannot say nothing on this statement. At last

not least, the average value of (2.44) record confirms that moderately low significant

satisfaction of employees with recognition received from their company. It indicates that

a reasonable number of respondents were unclear about recognition given in their

company and they were uncertain with recognition program. It can be concluded that the

majority of respondents were disagree with job facets relating to statement.

64

The Training and Development provide: The above table 5 of item 3 states that

58(43%) strongly disagree and 54(40%) with the training and development provided at

the same time 4(3%) and 9(6.7%) expressed that agree and strongly agree with the

training and development provided. But 10(7.4%) of the respondent were in doubt so as

to respond. Moreover, (1.90) average score reveal that very low important value of

training and development provided in the company understudy. It is evidential to

conclude the employees are unfavorable relating to training and development given the

company understudy.

The amount of reward received for work done/efforts: The above table 5 item 4,

indicates that employees were 44(32.6%) strongly disagree as well as 75(55.6%)

disagree concerning the amount of reward given for their efforts, it is loin share

concentration of the respondent and 8(5.9%) of employees response were undecided

about the issue requested to respond ; the next largest ,while 4(3%) they were agree

similarly4(3%) strongly agree pertaining to the amount of reward they receive for their

efforts were the least quantity of respondent concentration. Holding this the mean score

(1.88) value of the sample respondent explain regarding to reward given by the

organization understudied was very low which is immaterial for their employee benefit

received.

Job security: The table 5 of item 5 express that employees of the company were

37(27.4%) strongly disagree and 79(58.5%) disagree concerning job security given by

their company where as 7(5.2%) agree and 12(8.9%) of the respondent were in between

and were biased towards uncertain response. Concerning the mean score value the job

65

security 1.92(38.36%), shows insignificant of the job security in the company under study.

This study brings in to light the absence of job security given which negatively

influence the job satisfaction of employees.

The result of the findings shows that the working environment reveals below the given

mean score that is (2.21). The result reflects that employees were unfavorable with a type

of job dimension the so called working environment such as with the absence of given

job security, training and development, reward, recognition and promotion received. This

study was so far discussed by different scholar and researcher as follow:

With regard to promotion a study conducted by Ellickson and Logsdon (2002) prove that

promotional opportunities is positively and significantly related to job satisfaction. With

regard to reward and recognition study by J.DuBrin,(1989) demonstrate that a major

contributor to job satisfaction was recognition for good performance. At the same times

his finding stated that job satisfaction increases directly when employees’ receive

meaningful rewards for performance. Concerning job security finding by Vera Bitsch and

Michael Hogberg, (2004) confirm that employees mention the years they have been with

the company and its financial wellbeing and growth as indicators of job security. He also

find that most employee feel their jobs are secure, which is a source of job satisfaction.

Regarding training and development past study by Kristen .G (nd) report in his findings

that organizations that do not provide sufficient training opportunities for employees are

doing themselves a wrong. These organizations are missing out on employees that are

dedicated to their companies and knowledgeable in their fields, and with sufficient

training, have the potential to do well in higher positions.

66

4.10. Analysis of individual factors

Table 4.6, Analysis of individual in terms on job satisfaction

No. Item Rating N % Mean

1

The job gives me considerable

opportunity for independence,

creativity and freedom fully without

any interference from others

unnecessary.

Strongly

disagree

28 20.7 2.42

Disagree 65 48.1

Undecided 11 8.1

Agree 19 14.1

Strongly agree 12 8.9

Total 135 100.0

2 Personally fulfilling my

responsibilities under I employed

give me a great satisfaction and

motivation to do more

Strongly

disagree

10 7.4 3.68

Disagree 40 29.6

Undecided 2 1.5

Agree 14 10.4

Strongly Agree 69 51.1

Total 135 100.0

3

I am satisfied with the current working

hour Undertaken in my organization.

Strongly

disagree

24 17.8 3.24

Disagree 26 19.3

Undecided 6 4.4

Agree 51 37.8

Strongly Agree 28 20.7

Total 135 100.0

4

I am satisfied with my job which is

offered to me by the company.

Strongly

disagree

26 19.3 2.52

Disagree 67 49.6

Undecided 0 0

Agree 30 22.2

Strongly Agree 12 8.9

Total 135 100 2.97

Score Value: SDA(1), DA(2), UND(3 ),A(4) &SA(5).

Source: developed for this research

67

Creativity and Independency: The above table 6, item 1 reflects that 28(20.7%) and

65(48.1%) of the employee were strongly disagree and disagree regarding the way they

are allowed to work independently and creatively, while 19(14.1%) and 12(8.9%) of

them expressed that they were agree and strongly agree respectively with their ability to

work on their own. But, 11(8.1%) number of the worker were undecided to this

statement. Whereas (2.42) this mean score value demonstrate that moderately the absence

of autonomy and creativity of individual employees in the company understudied. It can

be concluded that the majority of respondents were unfavorable with job facets relating to

this aspect of job.

Responsibilities: From the table 6, on item 2, it is observed that 14(10.4%) agree,

69(51.1%) strongly agree, 2(1.5%) undecided, 10(7.4%) strongly disagree, 40(29.6%)

disagree and (3.68) the mean response rate in relation to fulfilling their responsibilities

given to them. The results of this study demonstrate that there is strong positive mean

score which verify the importance and applicability of responsibility by the individual

employee in the company understudied.

Working hours: Table 6 item 3 views that 24(17.8%), 26(19.3%) of employees were

strongly disagree and disagree with present working hours. At the same time 51(37.8%)

and 28(20.7%) the lion share of the employees agree and strongly agree consecutively

with the present working hours of the company, while minimum number of employees

were 6(4.4%) undecided with the present working hours of the company. The result of

the mean score is interesting, (3.24) that is favorable and do not disturb the satisfaction of

employee which is interesting and appreciable.

68

Job satisfaction: as shown in item 4 of the same table 6, 26(19.3%) and 67(49.6%) of the

employees response revealed that they were strongly disagree and disagree regarding to

their job satisfaction in the company whilst 30(22.2%) and 12 (8.9%) of the respondent

agree and strongly agree concerning their job satisfaction level in the company. With the

mean score of (2.97) value which is moderate and undesirable. This shows that employees

are unfavorable with their job and negatively recognize it. This may be emanating from

lack of attention from the management of the company etc. This study was discussed by

different scholar and researcher as follow:

Results of this study shows that the sample respondent are satisfied with the working

hour, responsibility; conversely are least satisfied with their own job, independence and

creativity. Furthermore, the study result discovered that individual factors understudied

score below the average mean. This study shows that that employee were dissatisfied

with individual factors such as job, independence and creativity at Tabor Ceramic

Factory. In consistent with this finding, study by J.DuBrin (1989) state that major job

values include autonomy (independency), creativity helping others, security, performing

technical work. To the extent that employee’ jobs allow them to perform work that meets

these specific values, their job satisfaction increase.

Concerning with the overall job satisfaction, the feeling of overall satisfaction is a holistic

feeling that is dependent on the intensity and frequency of positive and negative

experiences (Cherrington, 1994). A study conducted by Badreya Al Jenaibi1, (2010)

found that many employees are satisfied with their jobs if they have clear information,

69

directions, facilities, and good relationships with their managers. He suggests that future

studies must focus on job satisfaction. In addition, there are limited studies comparing

heavy workloads and job satisfaction.

4.11. Comparing the mean of the major factors

Table 4.7 comparing the score value of major factor among each other

No. Major factors Mean

1 Environmental 2.21

2 Organizational 2.23

3 Social 2.72

4 Individual 2.97

Overall average 10.16

Score Value: SDA(1), DA(2), UND(3 ),A(4) &SA(5).

Source: developed for this research

As observed from the table all factors understudied is approximately almost holds the

same mean values which range between (2.21-2.97). It illustrates that working

environment have with minimum scores (2.22) that contribute the largest dissatisfaction

of the sample respondents followed by organizational (2.2), social (2.7) and individual

(2.97) correspondingly. However, this implies that all factors of job satisfaction under

studied influence the employee’s satisfaction level with minimum variation among them.

70

CHAPTER-FIVE

Conclusion and Recommendation

5. Conclusion

Based on the data presented and analyzed in chapter four of the study, the following

conclusions are drawn by the researcher focusing on the negative and positive response

of employees’ job satisfaction with aspect of independent variables understudy:

The study indicates the interdependence of job satisfaction with the demographic

variables understudy. Accordingly experience, age, income and education level have

substantial positive correlation with job satisfaction. This implies that demographic

variables understudy have positive relation with job satisfaction, but the genders do have

negative relation with job satisfaction which does have inverse relationship.

Employees are satisfied with regard to working hour, responsibility; conversely are least

satisfied with their own job, independence and creativity. This shows that that some

employee were dissatisfied with individual factors in the organization.

Employees were unfavorable with the organizational factors understudied such as

working condition, company policy, technology employed, work itself and their

occupation position. However, they were favorable with their technical supervision

practiced in the company.

71

Some employees were respond positive response in relation to social factors such as

verbal communication, relationship with co workers, which demonstrate important and

interesting rate. But some of them were unfavorable with decision making, participation,

relationship with their boss in the company understudied.

Finally, it was found that employees all derive their job dissatisfaction from working

environment with the absence of given job security, training and development provided,

reward structure, recognition for work done and promotion received in the organization.

72

5.1. Recommendations

According to the findings of the study, the following suggestions are drawn:

The problem relating to autonomy given, it courteously recommended that the

company manager should be able to give independence for their employee

satisfaction. It is also politely requested that the manager and his fellow have to

handle this issue in the form of appreciation and promotion of the individual or

group of employees’ autonomy

Workload concerned problem, the company understudy ought to provide fair &

reasonable activity according to expertise skill, capacity, competency and

knowledge.

The difficulty reported with the so called work condition, management is strongly

advised to visit the working condition of their employees regularly and provides

them preventive and care in advance. It is also better delegating responsibilities of

health, safety, well-being working environment to respective operational units of

the company.

It is strongly and boldly recommended that the company under study should have

to modify or replace the existing technology to cope with competitive and

dynamic environment within their industrial sector by looking the right source of

finance to recovery.

It is constructive & advisable if strong intervention of the labor union, and

regional government in need in order to combat the actual feelings of employee’s

dissatisfaction toward their company policy. It is vital if during company policy

73

amendment and implementation employee representative able to involve and

report to the employees with tangible evidence.

The problem related to training and development the company under study should

provide sustainable training and development to their employees so as to make

them optimistic, productive and responsive to be competitive in the dynamic

environment.

Un-favorability of occupational position, it is strongly advisable to provide

opportunity at the right position for the right employees must be considered as

one of the most important factors influencing employee job satisfaction. As a

result, to retain talented employees, the management should provide them the

chances for right position according to their competency and match profession for

their employee’s satisfaction and productivity.

Regarding the job security of employee it is recommended that employer

understudied would clearly set their policy about the employment condition and

how to implement it with clear direction. The government body should follow up

about employees’ job security treatment in cooperation with employer rather than

leaving on the paper as rule.

74

The dissatisfaction that come through lack of involvement in decision making on

the behalf of employees should have to be improved in democratic way. It is too

advisable to conduct it in the form of direct or by employees’ representative

democratically. Since it would increase their confidence, performance at same

times their satisfaction. In such cases, the company should call for to

accommodate interested employees before decision making or implementing it.

It is better to give for the employee’s priority of promotion for internal

employees rather than looking for outside if possible situations exist. Since the

employees of within a company are the primary customer/ambassador of their

organization rather than other. Because they would reflect the good will of their

own company if and only if they have fair and reasonable priority of promotion in

their own company. Reasonable promotion is a phase of career which makes the

employees happier, and motivates them to better performance.

Recognition should be given through continuous certification of respective

performance of individual or groups, appropriate appraisal & awarding, bonus

adjustment etc. In addition it is strongly recommended to set criteria,

acknowledge verbally and recognize for work done among the employee, and it

must become more transparent and equitable.

The problem that comes through reward structure given, it is better to adjust the

reward system through the discussion between employee according to market

structure and federal government policy of the country if possible.

75

Concerning relationship of boss with employee, it is respectfully recommended

that he should have smooth relationship with ever level of employees equally. The

smooth relationship between individual employees and boss would create

significant working environment. As a result the job satisfaction of individual

employee would increase.

Finally, it is better to consider employees’ suggestion in the form of participation.

Since, it is the mirror image to see the problem in advance that will minimize it

that may be occurred.

The future research needs to be explored, employees’ job satisfaction in terms of’

placement in either public or private company or both.

76

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I

Appendices

II

Appendix-I Questionnaire for Tabor employees

Hawassa University

School of Accounting and Management

Questionnaire to be filled by employees

Dear respondents, this questionnaire is prepared in Hawassa University at department of

management by post graduate program student on assessment of level of Job satisfaction

among employees of Tabor Ceramic Share Company, Hawassa. The study will have

fundamental role for different stakeholders. As the study is expected to find out the root

cause of the employees job satisfaction/ dissatisfaction, the findings of the study may

help management of the Company to identify and provide the necessary working

condition to the employees.

So, I am highly in need of your cooperation to get appropriate data needed to accomplish

this research paper on the above elaborated title. The relevant information that you will to

provide me, plays a crucial role in achievement of my work because of my work highly

depends on your timely response and return of the questionnaire. Hence, you are kindly

requested to answer each question honestly and accurately. The information you provide

will be kept with secret. You are not expected to write your name on this questionnaire.

Thank you very much in advance!!

III

General instructions

Please go through each question patiently and give genuine answer by making a tick

mark (√) in the box provided where you want to indicate. You can choose one option

only.

Part- one: Personal Information

1. Would you indicate your gender?

Female

Male

2. Would you indicate your year of experience?

1) below 5years

2) 5-14 years

3) 15-19 years

4) 20-24 years

5) 25 and above

3. Would you indicate your age?

1) 25 and below

2) 26-40 years

3) 41-45 years

4) 46-50 years

5) Above 50 years

4. Income per month (in Ethiopian birr)

1) 320-1000

2) 1001-2000

3) 2001-4000

IV

4) 4001-7000

5) above 7001

5. Would you indicate your education?

1) Secondary school

2) High school

3) Certificate

4) Diploma/ degree

5) Others

Part two:

Rate the following questions on a 4 point scale. Please give your appropriate responses in

the table provide by putting tick mark (√) in the table provided).you can choose one

option only.

Key: Ask yourself how agree I am with this aspect of your job

1. Strongly disagree -means that I am Strongly disagree with this aspect of my job

2. disagree -means that I am Slightly disagree with this aspect of the job

3. Agree -means that I am slightly agree with this aspect of my job.

4. Strongly agree-means that I am strongly agree with this aspect of my job.

5. Undecided

6. The weight given to the scale is: Strongly agree = (5), agree = (4) undecided (3),

Disagrees = (2), strongly disagree = (1)

V

Table, Organizational factors

NO. STATMENT

(5) (4) (3) ( 2) ( 1) Stron

gly agree

agree

Un

decid

ed

disagree

Stron

gly

Disagree

1 The general working conditions such as heating, lighting, safety wearing, induction program, temperature and ventilation etc., are favorable in my working place.

2 I am content with the employees’ assistance policies related to medical, transport, lunch and the like provided by the company.

3

The volume of workload I am expected to do is reasonable and I never felt that I am overloaded.

4 I have got the right technical supervision with clear direction in line with my job requirement practically.

5 I appreciative the existing technology applied and utilized

in my organization as compared to the other.

6 My company considers close match of my right skills at the right position based on developed criteria and competition within the organizational structure.

Table 2, Social Factors

NO. STATMENT

(5) (4) (3) ( 2) ( 1) Stron

gly agree

agree

Un

decid

e

d

disagree

Stron

gly

Disagree

1 I have a harmonic relationship with my immediate supervisor for seeking any help, guidance and the like to do my work better.

2 When I am in job I get co-operation and co-ordination from other when-ever I am in need of it.

3

I am happy with verbal communication received from employees, management from time to time which avoids me from confused situation.

4 My supervisor involves me in decision making process whenever the appropriate situation arises.

5 In my organization, the justified opinions suggested by the employees are considered for the implementation

VI

Table 3, Environmental Factors

NO. STATMENT

(5) (4) (3) ( 2) ( 1) Stron

gly

agree

agree

Un

decid

ed

disagree

Stron

gly

Disagree

1 My company always gives priority to me for filling higher position from within rather than looking from outside.

2 I am happy with the recognition I have received from my organization as a result of my performance.

3

The training and development provided for me is appropriate and develop my skill and knowledge further.

4 I am happy with the existing reward structure of the company since it is fair and reasonable and meets my interest

5 I am happy with the overall job security given to me in my working organization

Table 4, Individual Factors

NO. STATMENT

(5) (4) (3) ( 2) ( 1) Stron

gly agree

agree

Un

decid

ed

Disagree

Stron

gly

Disagree

1 The job gives me considerable opportunity for independence, creativity and freedom fully without any interference from others unnecessary.

2 Personally fulfilling my responsibilities under I employed give me a great satisfaction and motivation to do more.

3 I am satisfied with my job which is offered to me by the company.

4 I am satisfied with the current working hour undertaken in my organization.

VII

Appendix-II Ahamaric Version Qestionnaire

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¾u=´’e ›=¢•T>¡e ¢K?Ï

uGªd Ÿ}T ›e}ÇÅ` u•x` c^T>¡e ów]" ¨<eØ uT>Ñ–< W^}™‹ ¾T>VL SÖÃp:

¾SÖÃl ¯LT

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KTevcw ’¨<::

¾T>Ñ–¨< �¨<’}— S[Í Ø“~” ¾uKÖ ¨<Ö?�T eKT>ÁÅ[Ѩ< ÃI”” SÖÃp uƒ¡¡M“ uÓMî uSS<Lƒ �”Ç=}vv\˜ u›¡waƒ �ÖÃnKG<˜::

¨<É c^}™‹ �“”} ¾UƒcÖ<ƒ S[Í ¾T>¨<K¨< KØ“~ ¯LT w‰ c=J” T>eØ^©’~ �ÏÓ u×U ¾}Öuk ’¨<::

eKƒww^‹G< upÉT>Á ›ScÓ“KG<

›ÖnLÃ SS]Á

Kk[u<ƒ SÖÃq‹ uS[Ö<ƒ x• " x" UM¡ƒ udØ’< ¨<eØ ÁekUÖ<::

u¾ƒ—¨<U ¾SÖÃl ¡õM Là eUi”/I” Séõ ›ÁeðMÓU::

SS]Á 1: ¾SLj‹ ÓM S[Í

1/ ï� 1. c?ƒ 2. ¨”É

2/ ›ÑMÓKAƒ ²S” /Y^ MUÉ

1. Ÿ5 ¯Sƒ u�‹ 2. Ÿ5-14 ®Sƒ 3. Ÿ15-19 ¯Sƒ

4. Ÿ 20-24 ¯Sƒ 5. 25 ¯Sƒ uLÃ

3/ °ÉT@

1. Ÿ 18 -24 ¯Sƒ 2. Ÿ25-32 ¯Sƒ

3. 33-40 ¯Sƒ 4. 41-48 ¯Sƒ 5. Ÿ 49 ¯Sƒ uLÃ

4/ ¨`H© Ñu=

1. W` 320-1000 2. W` 1001-1000

VIII

3. w` 2001-4000 4. W` 4001-7000

5 Ÿw` 7001 uLÃ

5/ ¾ƒUI`ƒ Å[Í 1. ›”Å— Å[Í �eŸ 8}— ¡õM

2. ¾G<K}— Å[Í (9—-12—)

3. ¾S<Á c`}õŸ?ƒ

4. Ç=ýKAT

5. ÉÓ]

6. G<K}— ÉÓ] �“ Ÿ²=ÁU uLÃ

SS]Á G<Kƒ:- Ÿ²=I u�‹ }²[²\ƒ SÖÃq‹ ¾W^}™‹” ¾eUU’ƒ Å[Í

¾T>ÖÃl “†¨<:: ØÁo­‡ ¾W^}™‹” ÅI”’ƒ' U‡ ¾Y^ ›"vu='õLÔƒ“ Tu[�‰­‹” ÃSKŸ�K<:: uØÁo­‡ Sc[ƒ u}cÖ<ƒ ¾eUU’ƒ Å[Í­‹

u›”Æ Là ¾ " x" UM¡ƒ uTÉ[Ó eUU’ƒ­” ÁSM¡~::

}.l SÖÃp 5 4 3 2 1 u×U •eTTKG< •eTT KG< ›M¨c”Ÿ<U ›MeTTU u×U

›MeTTU 1 É`Ï‚ upØ` �“ �Éу Ñ>²? Ÿ¨<ß pØ` ÃMp K¨<eØ W^}™‹

pÉT>Á Ãc×M

2 É`Ï‚ •Á”Ç”Æ c^}— uT>Ád¾¨< •”penc? •“ ¾e^ ¨<Ö?ƒ Là Sc[ƒ ›É`Ô uT>cÖ¨< •¨<p“ �“ ÉÒõ Åe}— ’˜::

3 uÉ[Ï‚ ¨<eØ ¾}cÖ˜” ¾e^ ÓÈ�“ GLò’ƒ uwnƒ e¨× Åe•

IX

ÃcT—M:& 4 ¾É`Ï‚ ›c^` e^” ÁKT”U ×Mn Ñw’ƒ' uÓM GLò’ƒ' u’í’ƒ“

ue^ ð×]’ƒ S”ðe �”Éc^ ›É`Ô—M::

5 ¾É`Ï‚ c^}™‹ uÉ`Ï~ M¿ M¿ ›c^` Là ›e}Á¾ƒ •”Ç=cÖ<“ ¾T>cÖ<ƒ”U ›e}Á¾ƒ }kwKA }Óv^© ¾T>Å`Óuƒ H>Ń ÁeÅe}—M:

6 É`Ï~ ¾T>ÁS‰‹M˜ YMÖ“ �“ ¾e^ Là �Éу �¨<k‚” ¾T>Çw` �“ ‹KA�” ¾T>ÁhiM uSJ’< Á["—M::

7

¾}cÖ˜ Y^“ ¾Y^ Ý“ ¾T>SØ’˜“ }Ñu= ’¨< w }kw¾¾ªKG<:: eK²=IU }ÑÉÎ ¾Uc^¨< ¾e^ Ý“ ¾Kw˜U::

8 ¾}SÅwŸ<uƒ �“ ¾TŸ“¨<’¨< ¾e^ ²`õ ¾T>ÖÃk¨<” ‚¡’>"M ¾S<Á }ðLÑ> ‹KA•'um S<Á© Ó”³u? �“ }Óv^© K=J” ¾T>‹M ƒ¡¡K— •¨<kƒ ›L˜::

9 É`Ï‚ Kc^}™‹ uT>cÖ¨< ¾e^ T’nmÁ' Tu[�‰' ¾Y^ }’di’ƒ”“ U`�T’ƒ” TdÇÑ>Á ›c^` Là Åe}— ’˜::

10 É`Ï‚ uY^ x• Kc^}—¨< ÅI”’ƒ“ KY^¨< U‡ ¾J’< S<kƒ Sq×Ö`Á'w`G” Sq×Ö`Á'¾e^ Mwe �“ pÉS e^ SÓu=Á eMÖ“ ¨²} G<’@�­‹” ¾S‰‰M::

11 É`Ï‚ c^}—¨<” uTc^ƒ ÓÈ�¨<” �”Ç=¨× ¾T>ÁÅ`Ѩ<”ÁIM Kc^}—¨< Swƒ ¾T>Ÿ}K¨< ¾›c^` H>Ń“ ¾T>WÖ¨< ¾Y^ ªeƒ“ Y^” ÁKØ`×_ �”Éc^ ›É`Ô—M::

12 É`Ï~ Kc^}™‹ Sc[�© ¾J’< �”Å ƒ^”eþ`ƒ' I¡U“ UÓw ¨²} ¾SdcK<ƒ” KTTELƒ ¾T>Ÿ}K¨< þK=c= ÁeÅe}—M::

X

13 uÉ`Ï~ ¨<eØ Ÿp`w ›Kn Ò` ÁK˜ Ö?“T' uSÅÒÒõ' uS[Çǃ �“ uS}TS” Là ¾}Sc[} Ó”–<’ƒ ¨<Ö?•T c^}— •”ÉJ” ›É`Ô—M::

14 uÉ`Ï~ ¨<eØ KY^ ›eðLÑ> ÉÒõ“ �`Ç� c=ÁeðMј ŸY^ vMÅ[xŠ ¾TÑ–¨< ÉÒõ �“ SM"U Ó”–<’ƒ uY^ ¨<Ö?•T •”ÉJ” ›É`Ô—M::

15 ›G<” vK¨< ¾É`Ï~ ¾Y^ SÓu=Á W¯ƒ“ ¾Y^ qÕ Ñ>²? }S×ט’ƒ Åc}— ’˜::

16 ›G<” É`Ï~ ÁK¨<” ¨p•© ‚¡•KAÍ= ›ÖnkU ›Å”nKG<:: KY^ÂU É`Ï~ ¾T>ÖkS¨< ‚¡•KAÍ= ›u[•„—M::

17 ከስራ ባልደረቦቼና አመራር አካል ጋር ዘወትር የ ምለዋወጣው ሀሳብ የ ምሰራው ስራ ላይ አሉታዊ ተፅኖ ስላለው ደስተኛ ነ ኝ፡ ፡

18 የ ስራ አመራር ውሳኔ መስጣቴ አስፋላጊ ሆኖ ከተገ ኘ ያሳትፋኛል፡ ፡

19 በመስሪያ ቤቴ ውስጥ የ ምሰራው ስራ ደስተኛ ነ ኝ፡ ፡

20 በመስራ ቤቴ የ ተሰጠኝ የ ሥራ ገ ባታ ከትምህርት ደራጀዬና ከሙያዊ ክህሎቴ ጋር ቀጥተኛ የ ሆነ ግንኙነ ት ያለዉ በመሆኑ ያረከኛል፡ ፡