Proposal Raw Work

8/18/2019 Proposal Raw Work

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Effect of job satisfaction on employee performance in QURTUBA

Education System.

MUHAMMAD UZAIR BABER

ID# 7078D

MBA 3.5

Qurtuba University O !"ien"e In$r%ati$n

&e"'n$($)y D.I.*'an+ *,*


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Education System.

MUHAMMAD UZAIR BABERID# 7078D

MBA 3.5

Qurtuba University O !"ien"e In$r%ati$n

&e"'n$($)y


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Education System.

D.I.*'an+ *,*


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Preface

This project focusses on the several essential job facors that effects employee’s satisfaction in

Qurtuba Education System.The core purpose of performing this survey is to perceive the pros

and cons of the current system.This research ill contribute to numerous benefits in terms of

theroretical! managment as ell as academic prespectives.

The study is conducted in QURTUBA .... and designed in the form of

questionares that were distributed among employees.Results are

evaluated by the help of statistical tools


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&AB-E O /O&E&!

T#T$E %&'E............................................................................................................i

%(E)&*E................................................................................................................ii

T&+$E ,) *,-TE-TS........................................................................................iii

1. CHAPTER !" #$TR%&UCT#%$...........................................1

1.1/ +ac0ground of the study.............

1

1.2/ %roblem statement......................"

1.3/ ,bjectives of the study.........................................."

1."/ ypothesis....................................................."

1./ Significance of the study...............................

2. CHAPTER '" (#TERATURERE)#E*+++++++....+.....+...++....,

2.1/ ob satisfactio..........................................................4

2.2/ &ffect theory ..........................................................5

2.3 )ulfillment theory ...........................................5

2." 6ispositional approach............................7

2./ E8uity theory.......................................7

2.4/ 6iscrepancy theory ...........................19

2.:/ To;factor theory


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2.7/ Employee %erformance .............13

2.19/ ob satisfaction .............................1

2.11/ Employee performance ............................1

2.12/ %ayroll ..........................................1

2.13/ ,rgani=ational environment ........................14

2.1"/ *ommunication system .......................14

-. CHAPTER -" ETH%&%(%/0++++++++...............................+.!1

3.1/ &pproach...................................................................1:

3.2/ %opulation > Sample.............................................1:

3.3/ 6ata *ollection Tools............................................1:

3."/ 6ata &nalysis Tools...................................1:

3./ Theoretical )rameor0 .................................15

3.4/ ?ariables of the Study ...............................................................17

3.:/ &nalytical @odel........................................17

3.5/ *,((E$&T#,-...................................17

3.7/ (E'(ESS#,-.......................................................17

3.19/ TEST of Significance.............................................17

2. RE3RE$CES+++++++++++................................................+++'4


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/HA,&ER # 1

Intr$2u"ti$n1.1 +ac0ground of the studyob satisfaction can be defined as psychological state of ho an individual feels toards

or0! in other ords! it is people s feelings and attitudes about variety of intrinsic and!

eAtrinsic elements toards jobs and the organi=ations they perform their jobs in. The

elements of job satisfaction are related to pay! promotion! benefits! or0 nature! supervision!

and relationship ith colleagues


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for retention to the 0noledge base of an organi=ation. This 0noledge is often tacit and hard

to transmit beteen employees. *ompetitive companies orldide rely on their employees to

provide innovative! advantageous and original solutions to problems the company may have.

Employees

are deemed to be part of the intangible assets of an organi=ation. They are a precious

commodity that forms a significant part of an organi=ation s value. Employee job satisfaction!

is supremely important in an organi=ation because it is hat productivity depends on. #f your

employees are satisfied they ould produce superior 8uality performance in optimal time and

lead to groing profits. Satisfied employees are also more li0ely to be creative and

innovative and come up ith brea0throughs that allo a company to gro and change

positively ith time and changing mar0et conditions. Employee satisfaction is becoming

more challenging for companies including those in the educatinal sectores due to a number of

factors such as availability of the right talent in some fields! manager;employee relations!

competition! differences in the level of employer;employee eApectations! the high cost

associated ith hiring ne talents! among others. Employers need for strategic effort!

directed at satisfying current employees is no urgent than ever to improve retention rates

and decrease the associated costs of high turnover. ?oluntary turnover is a huge problem for

many organi=ations


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change jobs fre8uently and do not have the company loyalty that eAisted 39 years ago hen

your valued employees ere hired.

Employees in an organi=ation have alays been 0ey assets as their departure could have

significant effect on the implementation of the organi=ation s business plans and may!

eventually cause a parallel decline in productivity. &s such! employee satisfaction is

important in the long;term groth and success of a company. Employee satisfaction ould

ensure customer satisfaction and effective succession planning


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& problem statement is a brief description of the issues that need to be addressed by a

problem solving team and should be presented to them


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• The researcher hope that this study will contribute to

numerous bene&ts in terms of theroretical' managment as

well as academic prespectives.

•

(n terms of theoretical'this research whould help other

individual to prove the theory and also support the future

research' generates good idea and also provides better

understanding.

• This study could support the managment to improve the

employee "ob performance in the future as well as to increase

employee "ob satisfaction.• This research will bene&t other student to understand the

relationship between "ob satisfaction and "ob performance

better and could be a reference or guaidline for other

researcher who is intrested to study the relationship between

"ob satisfaction and "ob performance in other organi$ation.


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/HA,&ER #

-I&ERA&URE RE:IE;

The literature revie ill eAamine relevant theories! discuss and define employee

satisfaction!and employee performance. This chapter ill serve as the foundation for the

development of the study. #t ill discuss the relevant literature relating to the factors that

affect employee job satisfaction. #t ill specifically focus on theoritical revie! past studies

on the subject in an effort to highlight the relationship of those research and this research and

a revie of some of the literature on the variables of the research. These variables

includepay roll! organi=ation enviourment and communication systemof managers! these

variables form the basis of the research.

'.!5 6ob satisfaction

ob satisfaction or employee satisfaction has been defined in many different ays. Some

believe it is simply ho content an individual is ith his or her job! in other ords! hether

or not they li0e the job or individual aspects or facets of jobs! such as nature of or0 or

supervision. ,thers believe it is not so simplistic as this definition suggests and instead that

multidimensional psychological responses to oneFs job are involved


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hether he or she li0es the job or not. #t is assessed at both the global level


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be understood in terms of its relationships ith other 0ey factors! such as general ell;being!

stress at or0! control at or0! home;or0 interface! and or0ing conditions


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function of how much a person receives from his "ob but it is the strength

of the individual,s

desire of his level of aspiration in a particular area.The main di5culty in

his approach as observed by willing is that "ob satisfaction is not only a

function of what a person receives but also what he feels he should

receive' as there would be considerable di%erence in the actual and

e#pectations of persons.

'.25 &ispositional approac7

The dispositional approach suggests that individuals vary in their tendency to be satisfied

ith their jobs! in other ords! job satisfaction is to some eAtent an individual trait


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loer levels of neuroticism lead to higher job satisfaction


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they are punished. ,ver time! these duties and obligations consolidate to form an abstracted

set of principles! designated as a self;guide. &gitation and anAiety are the main responses

hen an individual fails to achieve the obligation or responsibility. This theory also eAplains

that if achievement of the obligations is obtained then the reard can be praise! approval! or

love. These achievements and aspirations also form an abstracted set of principles! referred to

as the ideal self guide ,ldham suggesting that er=bergFs

original formulation of the model may have been a methodological artifact. )urthermore! the

theory does not consider individual differences! conversely predicting all employees ill


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react in an identical manner to changes in motivatingLhygiene factors.)inally! the model has

been criticised in that it does not specify ho motivatingLhygiene factors are to be measured.

'.?5 6ob c7aracteristics model

ac0man > ,ldham proposed the job characteristics model! hich is idely used as a

frameor0 to study ho particular job characteristics impact job outcomes! including job

satisfaction. The five core job characteristics can be combined to form a motivating potential

score


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• Autonomy The degree to hich the job provides the employee ith significant

freedom! independence! and discretion to plan out the or0 and determine the

procedures in the job. )or jobs ith a high level of autonomy! the outcomes of the

or0 depend on the or0ers’ on efforts! initiatives! and decisionsG rather than on the

instructions from a manager or a manual of job procedures. #n such cases! the

jobholders eAperience greater personal responsibility for their on successes and

failures at or0.

• 3eedbac@ The degree to hich the or0er has 0noledge of results. This is clear!

specific! detailed! actionable information about the effectiveness of his or her job

performance. Ihen or0ers receive clear! actionable information about their or0

performance! they have better overall 0noledge of the impact of their or0

activities! and hat specific actions they need to ta0e


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To achieve strong employee performance! managers conduct employee performance

appraisals! implement training and development programs! and decide hen to promote and

reassign employees. $etFs loo0 at each of these features of managing employee performance.

The performance revie generally loo0s bac0 at an employeeFs performance over the past

year and involves setting ne plans and goals for the year ahead. Ihen you accept a ne job!

you ill ant to be sure to have a clear understanding of the performance standards for your

position to avoid any surprises hen you sit don for your first performance revie. #tFs

alays a good idea to prepare for a performance revie by evaluating your on job

performance ahead of time.

& performance appraisal is usually a face;to;face meeting beteen a manager and an

employee. oever! some businesses broaden the appraisal process to include other

sta0eholders. )or eAample! a 349;degree revie provides an employee ith feedbac0 from

superiors! peers! subordinates! and even outside parties such as customers and vendors. &

broader employee revie process can uncover areas for improvement that the manager and

employee had not identified. #tFs important to provide guidelines to the participants in a 349;

degree revie to ensure a fair and accurate revie process.

The close relationship beteen job satisfaction and job performance is not something that has

arisen recently addressed


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The analysis of the specific issues and generally of nurse’s or0ing environment holds a

large part of modern literature. #n this paper! e are trying to investigate the relationship

beteen these to concepts eAploring attitudes! perceptions and self;evaluation of 'ree0

nurses or0ing in the -ational ealth System


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8uarterly basis in order todefine certains areas that need improvement. %erformance is a

critical factor in organi=ational success.

'.!'5 Payroll

%ayroll is the sum total of all compensation that a business must pay to its employees for a set

period of time or on a given date. %ayroll is usually managed by the accounting department of

a business. Small;business payrolls may be handled directly by the oner or an associate.

'.!-5 %r>aniational en=ironment

The organi=ational environment is the set of forces surrounding an organi=ation that have the

potential to affect the ay it operates and its access to scarce resources. The organi=ation

needs to properly understand the environment for effective management.

'.!25 Communication system

*ommunication systems are the various processes! both formal and informal! by hich

information is passed beteen the managers and employees ithin a business! or beteen the

business itself and outsiders. *ommunication hether ritten! verbal! nonverbal! visual! or

electronic has a significant impact on the ay business is conducted. The basic process of

communication begins hen a fact or idea is observed by one person. That person


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CHAPTER -

RE!EAR/H ME&HOD-O=>

& research methodology is O& plan outlining ho information is to be gathered for an

assessment or evaluation that includes identifying the data gathering method


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$iterature survey is used for obtaining secondary from secondary sources! from boo0s!

nespaper and online resources on Ojob satisfactionP. Ihile the primary data is collected

through 8uestionnaire.

-.25 &ata Analysis Tools

The collected data is analy=ed using different descriptive and inferential analytical methods

particularly! correlation! regression and t;test

3.54 &'e$reti"a( ra%e?$r@

An e%ective employee is a combination of a good s+ill set and a

productive wor+ environment. 6any factors a%ect employee performance

that managers need to be aware of and should wor+ to improve at all

times. Below is a diagrammatic representation of these factors

/$$re(ati$n

Re)ressi$n

6ob satisfaction

Pay roll

Employee Performance

%r>aniation

en=iourment

Communication

system


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&est $ si)nni9"an"e

De%$)ra6'i"attributes

3.4 :ariab(es $ t'e !tu2y• 7ependent 8ariable

(ndependent variable

3.74 Ana(yti"a( M$2e(

Researcher will use the following model

employeeperformance= βo+ β1 payrol+ β 2orgenvir+ β3commsys+ iℇ

&'e $(($?in) tests ?i(( be use2 t$ ana(ye2 t'e 2ata.

3.84 /ORRE-A&IO

7e&nition of 9orrelation: 9orrelation is a statistical technique that is used

to measure and describe the ;TR) and 7(R)9T(?< of the

relationship between two variables. 9orrelation requires two scores from

the ;A6) individuals.

3.C4 RE=RE!!IO

Regression is a statistical measure that attempts to determine the

strength of the relationship between one dependent variable -usually

denoted by @ and a series of other changing variables -+nown as

independent variables.

A>e

EDperience

/ender

Education


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3.104 &E!& $ !i)ni9"an"e

,nce sample data has been gathered through an observational study or eAperiment! statistical

inference allos analysts to assess evidence in favor or some claim about the population from

hich the sample has been dran. The methods of inference used to support or reject claims

based on sample data are 0non as tests of significance.

/HA,&ER #

Reren"es

&rvey! (. 6.G +ouchard! T. .G Segal! -. $.G &braham! $. @.


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udge! T. &.G $oc0e! E. &.G 6urham! *. *.

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