The Satisfaction And Dissatisfaction Towards Certain Things

Published Date: 02 Nov 2017

1: Introduction

People tend to show satisfaction and dissatisfaction towards certain things due to their past experiences.

"Organizations that have goals to achieve require satisfied and happy staff, (Oshagbemi, 2000)." "Job satisfaction (also called employee satisfaction) is most seldom studied in the Organizational sciences, (Schneider and Brief, 1992)". Managers usually change their leadership behavior to complete the mission of their organization, and this could influence the employees' job satisfaction.

1.1: Broader Overview

The main reason to which job satisfaction is so broadly researched is that it relates to important relations with a number of variables.

Job satisfaction is defined in various ways. The most common used definition is "A pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences", (Locke, 1976). "Job satisfaction includes multidimensional psychological responses to one's job, and that such responses have cognitive (evaluative), affective (or emotional), and behavioral components, (Hulin and Judge, 2003)". "Job satisfaction that has been recognized belongs into two groups, organizational and individual; the latter has received the greatest attention considerably (Judge et al., 2002)".

According to Robbins (2001) factors affecting job satisfaction include "interaction with co-workers and bosses, observing organizational rules and policies, meeting performance standards and living with working conditions". Organizational culture can be explained as the "interrelationship of shared beliefs, behaviors, and assumptions that are acquired over time by members of an institution, (Conner, 1992)." "Organizational values, along with beliefs, assumptions, expectations, attitudes, philosophies, and norms, form the basis of organizational culture and are integral to distinct identity that every organization has, (Schein, 1985)."

A positive organizational culture strengthens the fundamental beliefs and the behavior that a leader appreciate, weakening values and actions that the leader does not consider right for the company. On the contrary, "negative culture becomes toxic, poisons the life of the organization and hampers the growth potential", (Kaufman, 2002). Martin (1992) proposed three perspectives: integration, differentiation and fragmentation. Similarly, Wallach (1983) suggested three types of organizational culture: bureaucratic, supportive and innovative. Organizational culture is formulated and influenced by different variables. The first obvious variable is the leader of the organization, those impacts with his values on organizational culture.

Among determinants of job satisfaction, leadership is viewed as an important predictor and plays a central role. "Leadership is a management function, which is mostly directed towards people and social interaction, as well as the process of influencing people so that they will achieve the goals of the organization", (Skansi, 2000).Leadership dominantly exists within people and organizations. "Leadership has the capability to affect others, (Bethel, 1990)". "Bohn and Grafton (2002) suggest that leadership means the way to create a clear vision, filling their subordinates with self-confidence, created through coordination and communication to detail." Studies have been carried out to determine how leadership behaviors can be used to influence employees for improved organizational outcomes (Kreitner, 1995). There are several styles of leadership such as: autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, transactional, and transformational leadership (Mosadeghrad, 2004).

1.2: Specific Overview

Telecom is one of the fastest growing economy sectors in Pakistan so its vital to make rapidity with this developing competition is to work on the most important factors of employee’s Job satisfaction. Satisfying the employees is the most important goal for the organization because sometimes the high pay or high post is not important for the employee to continue in the organization which is happening in the telecom industry nowadays. The telecom sector is having a powerful competition with mobile operators, major fixed-line operator and small fixed-line operators. So there is a need to find the impact of different factors on job satisfaction in telecommunication sector. Employees are very much connected with their companies where they work, they are very much sensitive about their organizations that how their organizations are accomplishing their needs and expectations. To accomplish these needs and the expectations, an organization and their managers needs to develop some strategies and programs to motivate and encourage the employees, so that the employees will be satisfied with their jobs and will also be loyal for their organizations where they work; which leads to increase in organization’s productivity, effectiveness and efficiency. Currently there is shortage of skilled employees in the Telecom Sector and a good leader can help in increasing the number of skilled employees. Furthermore, the leadership skills of a manager can play an important role in the accomplishment of an organization. Leadership is of growing importance in the Telecom Sector. "Berson & Linton said that within the research & development and administrative environments, leadership behavior of a manager is closely related to work satisfaction of the employees." Leaders play a significant role in sustaining an organization's culture. This ensures constant behavior between members of the organization, reducing conflicts and creating a comfortable working environment for employees. Job satisfaction has been associated with employees who perceive their managers as supportive.

1.3: Importance of the study

The main rationale of this research is to see impact of organizational culture and leadership on level of job satisfaction among employees and to suggest measures which can help in improving the level of the job satisfaction among employees.

1.4: Problem Statement

The problem statement is based on whether it is only the reward package which has the value of employee satisfaction or it is the whole organizational culture and leadership which has a significant role making employee satisfy. The problem statement is "Factor affecting Level of Job Satisfaction in Employees".

1.5: Research Question

To accomplish this purpose, the main research question was: What are the influences of organizational culture and leadership on level of job satisfaction among the employees at Telecom Sector?

1.6: Hypothesis

H1: Organizational culture positively influences job satisfaction.

H2: Organizational culture positively influences leadership.

H3: Leadership positively influences job satisfaction.

1.7: Objective

The main objective of this study is to determine the influence of organizational culture and leadership on level of job satisfaction among the employees at Telecom Sector?

1.8: Scope of the study

The development of an organization depends upon the satisfaction level of their employees so that they perform their jobs well. This research study is conducted at Telecom Sector Peshawar.

1.9: Limitation

The cross sectional nature of the study of is the major limitation to this research. The other limitations to this research include a major problem of variations in cultural values which can be broad industry wide differences in organization.

Chapter 2: Literature Review

The previous literature review showed a few studies that have investigated the link between job satisfaction, leadership and organizational cultures.

Bellou (2010) examined how values of organizational culture influenced job satisfaction in accordance with their age and gender. Data was gathered through questionnaire and 125 of them were valid. Measures used were organizational culture profiles and Job Descriptive index (JDI). The statistical methods used were descriptive statistics, step wise regression analysis and t-test. The findings showed that employee’s age and gender influences organizational values in such away that it effects their job satisfaction.

Bilgardi, Dormio, Galati and Schiuma (2012) tested relationship between Job Satisfaction of knowledge workers with organizational culture. Multiple case study approach was used in this study which included semi structured interviews. The sample size of 20 employees was selected. The findings suggested that various types of organizational cultures varied in relationship with job satisfaction.

De Menezes (2012) investigated the relationship between quality management and job satisfaction. Face to face interviews of 2,295 workplaces with sample scope of 3,587 were collected. Regression analysis was performed to check the validity of the data. It was found out that job satisfaction has no relation with quality management.

Grace Davis (2004), investigated relationship of job satisfaction with job attitudes. Job descriptive Index (JDI) was used to measure job attitudes among 80 employees of four different organizations. Through a standardized procedure, each employee filled out the survey form, responded to a structured interview, and then completed the survey form again. Employees showed significant difference in job satisfaction before and after the structured interview. Employees showed greater work related correlation with job satisfaction and found no relation of demographic variables over job satisfaction.

Graham and Messener (1998) investigated the relationship of factors, such as gender, size of enrollment, and years of experience, to principal ship job satisfaction. A survey sample of American Midwestern elementary, middle, and senior high school principals responded to the Principals Job Satisfaction Survey (PJSS). The PJSS was based on Herzberg’s Motivation-Hygiene Theory. Eight components of job satisfaction were compared with four principal ship descriptive variables. PJSS was mailed to 500 principals and 226 survey forms were returned and useable, which resulted in a 45.2 percent return rate. Chi-square analyses revealed the relationships and differences between the independent and dependent variables. It was found that American Midwestern principals were generally satisfied with their current job, co-workers and level of responsibility. However, they were less satisfied with their pay, opportunities for advancement, and fringe benefits.

Gonzalez and Garazo (2006) examined structural relationship between organizational services orientation, contact employee job satisfaction and citizen behavior. Questionnaires were used and the research was conducted at 149 hotel firms. The data was measured using construct scale and structural equation model was used to investigate its effects. Job satisfaction showed moderate relationship between organizational service orientations.

Gunlu, Aksarayli and Percin (2010), identified the effects of job satisfaction on organizational commitment of managers in large scale organizations. They used two structured questionnaires. The sample was based on managers of 4-5 stars hotels. Population was selected randomly and the sample size was of 123 managers. The data obtained was analyzed by SPSS. They found out that Job satisfaction has significant relation with organizational commitment.

Haile (2009) worked on a paper which examined the determinants of job satisfaction in Britain using nationally representative linked employer-employee data and alternative econometric techniques. It uses eight facets of job satisfaction for the purpose. As well as underscoring the importance of accounting for unobserved workplace heterogeneity, the paper is able to highlight some new findings that relate to differential effects of dependent children and other dependents, type of employment contract and gaps between employees’ skill and skills requirements of their job. Working long hours is found to be positively associated with intrinsic aspect of jobs. Public sector employment is positively associated with all facets of job satisfaction except satisfaction with pay.

Hunjra, Chani, Aslam, Azam and Rehman (2010) focused their study on how to determine the impact of various human resource management practices like job autonomy, team work environment and leadership behavior on job satisfaction. It also investigates the major determinants of job satisfaction in Pakistani banking sector. This study further evaluates the level of difference in job satisfaction among male and female employees. The sample of the study consisted of 450 employees working in different banks of Rawalpindi, Islamabad and Lahore through the questionnaire, of which 295 were returned and processed. SPSS was used to analyze the data, using independent sample T test, Correlation and regression analysis. There is a positive and significant link between job satisfaction and human recourse management practices like team work environment, job autonomy and behavior of leadership. From the findings of the study, it is also inferred that male and female workers have significantly different level of job satisfaction.

Lok and Crawford (2004) examined the effects of organizational culture and leadership styles on job satisfaction and organizational commitment in samples of Hong Kong and Australian managers. Statistically significant differences between the two samples were found for measures of innovative and supportive organizational cultures, job satisfaction and organizational commitment, with the Australian sample having higher mean scores on all these variables. However, differences between the two samples for job satisfaction and commitment were removed after statistically controlling for organizational culture, leadership and respondents' demographic characteristics. For the combined samples, innovative and supportive cultures, and a consideration leadership style, had positive effects on both job satisfaction and commitment, with the effects of an innovative culture on satisfaction and commitment, and the effect of a consideration leadership style on commitment, being stronger in the Australian sample. Also, an "initiating Structure" leadership style had a negative effect on job satisfaction for the combined sample. Participants' level of education was found to have a slight negative effect on satisfaction, and a slight positive effect on commitment. National culture was found to moderate the effect of respondents' age on satisfaction, with the effect being more positive amongst Hong Kong managers.

Lund (2003) examined a relation between organizational culture and job satisfaction. Self administered questionnaire was used to collect the data related to various issues of job satisfaction and organizational culture. They mailed 1,800 questionnaires out which 360 were usable. They used descriptive analysis, a two group analysis and various other techniques were used to find the relationship between the variables. They found that there was a significant relation between both the variables.

Macintosh and Doherty (2010) examined the impact of organizational culture on job satisfaction and intention to leave the organization through a survey of fitness staff. Organizational culture is commonly known as the values, beliefs and basic assumptions that help guide and coordinate member behavior. The Cultural Index for Fitness Organizations (CIFO) was developed to measure organizational culture in the fitness industry specifically. Exploratory factor analysis revealed eight factors that represent cultural dimensions common to this context: staff competency, atmosphere, connectedness, formalization, sales, service-equipment, service-programs, and organizational presence. Path analysis was used to examine the relationship among the organizational culture factors, job satisfaction and intention to leave. Results produced a partially mediated model of the variance with intention to leave the organization. The findings highlight the multidimensionality of organizational culture and its complexity in the fitness industry.

Nicolescu, Dima, Anghel and Paun (2009) identified and discussed factors, considerations and aspects from the jobs of university academic staff that contribute to their satisfaction and dissatisfaction at the working place. An institutional case study lies at the basis of the discussion, emphasizing the measurement of the job satisfaction of academic staff within a Romanian university. Among the debated aspects are: promotion opportunities, support and facilities, working conditions, climate at the work place, income level and others, some of them contributing to increased satisfaction, but others contributing to dissatisfaction at the work place. Based on the results of the research, institutional problems can be identified and suggestions for a new institutional profile and a modern management strategy can be formulated as a key in the new competitive context, where a functional redesigning is a necessity, as to set up a dynamic equilibrium at the crossroads between universities and economic, social and political environment.

Oshagbemi (2000) investigated the level of job satisfaction with the service. A questionnaire survey was conducted and 1,102 questionnaires were distributed among the 23 UK universities and 554 of them were valid. For the level of effect of job satisfaction on the services ANOVA (Two way variance analysis) was used. Apart from that descriptive level of statistics was also used. The level of job satisfaction varied with the services.

Rad and Yarmohammadian (2006) studied the relationship between managers’ leadership style and employees’ job satisfaction. The purpose of this descriptive and cross-sectional study was to explore the relationships between managers’ leadership styles and employees’ job satisfaction in Isfahan University Hospitals. The data was collected through the distribution of two questionnaires among the 814 employees, first line, middle and senior managers of these hospitals through a stratified random sampling. Employees demonstrated less satisfaction with salaries, benefits, work conditions, promotion and communication as satisfier factors and more satisfaction with factors such as the nature of the job, co-workers and supervision type factors. Employee job satisfaction depends upon the leadership style of managers.

Schyns, Veldhoven, and Wood (2009) examined organizational climate, relative psychological climate and job satisfaction with help of an example of supportive leadership climate. Data from a large national British survey of 19,993 employees within 1,593 workplaces were used. Workplace supportive leadership climate quality, climate strength and individual relative leadership climate position showed significant association with job satisfaction. So was the interaction of climate quality and climate strength.

Shah (2007) examined the Organizational Culture theory and practices with emphasis on the effectiveness of satisfaction and motivational dynamics in the areas of employee’s satisfaction and retention. The problem statement is based on whether it is only the compensation package which has the worth of retention and employee satisfaction or it is the overall organizational culture which has a pivotal role in retention and making employee satisfy. In order to testify problem statement, the R & D organization, was taken as sample size. The employees were asked through questionnaires about the culture they perceive, prefer and job satisfaction at their workplace. The research study revels that the overwhelming majority of employees at IS value the Organizational Behavior and Cultural variables such as "Organization as Result Oriented Place, Loyalty and Mutual Trust Factor, Risk Initiation, Innovation and Development in Work Setup, Challenging Work Environment".

Su-Chao and Ming-Shing (2007), investigated a relation among leadership, organizational culture, the operation of learning organizations and job satisfactions. They performed a qualitative research and mailed 1,000 questionnaires and received 134 valid replies. They used ANOVA and various others tests to find the relation among the various variables. They found out that both leadership and organizational culture are certainly related to the operation of learning organizations and operation of learning organization is positively related to job satisfaction.

Tsai (2011) suggested that leadership behavior can be used to accomplish the mission of the organization, and this could influence the employees’ job satisfaction. It is therefore essential to understand the relationship between organizational cultures, leadership behavior and job satisfaction of employees. A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned. To test the reliability of the data, they were analyzed by Cranach’s  and confirmatory factors. Correlation analysis was used on the relationships between organizational cultures, leadership behavior and job satisfaction. Organizational cultures were significantly correlated with leadership behavior and job satisfaction, and leadership behavior was significantly correlated with job satisfaction

Westover et al (2010) investigated that impact worker job satisfaction and organizational commitment. In this research paper factor analysis, ordinary least squares (OLS) regression analysis and basic descriptive statistics were used. The relationship between job satisfaction and Organizational commitment and 17 different work domains were studied. Later the survey confirmed that the work domains are valid and important for job satisfaction and organizational commitment.