Impact of work environment on job satisfaction

CHAPTER I

Introduction

1.1 General Background

In the modern era, organizations are facing several challenges due to the dynamic nature of
the environment. One of the many challenges for a business is to satisfy its employees in
order to cope up with the ever changing and evolving environment and to achieve success
and remain in competition. In order to increase efficiency, effectiveness, productivity and
job commitment of employees, the business must satisfy the needs of its employees by
providing good working environment. A working environment is the environment where
people work together for achieving organization objectives. The work environment
involves the physical geographical location as well as the immediate surroundings of the
workplace such as a construction site or office building. It typically involves other factors
relating to the place of employment such as the quality of the air, noise level and additional
perks and benefits of employment such as free child care or unlimited coffee, or adequate
parking (Awan& Tahir, 2015).
Kohun (1992) defined work environment as the bridge between the employees and the
workplace. It is referred to the setting, situation, condition, or circumstances where
employees perform their job. Accourding to Gitahi (2014), the physical workplace factors,
psychosocial factors and the work life balance factors affect performance of bank
employees. Similarly Job satisfaction is influenced by various factors such as the nature of
work, salary, stress, working conditions, colleagues, superiors, working hours etc.
Prabhakar (2016) found that work environment consist of ventilation, lighting, equipment,
tools, facilities, space and so on. Working environment consists of safety to employees, job
security, good relations with co-workers, recognition for good performance, motivation for
performing well and participation in the decision making process of the firm. The study
also elaborated that once employees realize that the firm considers them important, they
will have high level of commitment and a sense of ownership for their organization.
Salunke (2015) defined work environment as the physical aspect of a workplace that is
influential towards job satisfaction, health, concentration and productivity as well.
Therefore, the researcher justified that maintaining a good work environment is the most
practical way to reduce sick leaves, minimizing turnover rates and enhance individual
efficiency employee’ performance. The study also address that there are four main
characteristics for work environment. Firstly, it is about the apparent and communication.
Secondly, work environment is about the stability of work and personal life. Ultimately, an
organization with the culture that promotes work-life balance will create a labor pool that
is high satisfied with their job. Thirdly, work environment should be impartial. Literally,
employees must be aware of the logic that they are being rewarded impartially in
accordance to their performance. For the fourth characteristic, the work environment
should promote consistency. Under a particular situation, employees usually make
prediction on the response or reaction of their manager based on the manager’s style of
leadership.
Pitaloka and Sofia (2014) stated that work environment includes the elements of fair
treatment at the workplace, communication, culture, rules and procedures. Chandrasekhar
(2011) identified work environment includes the space and facilities required when
employees are carrying out their job, relationship with superiors, the culture of equality,
communication system adopted, factors that encourage a person to works in the specific
organization, and the approaches for hazards control. Different factors within the working
environment such as wages, working hours, autonomy given to employees, organizational
structure and communication between employees & management may affect job
satisfaction (Lane, Esser, Holte, & Anne, 2010). Arnetz (1999) argued that in organizations
can be observed that mostly employees have problems with their supervisor who is not
giving them the respect they deserve. Supervisors also show harsh behaviors to employees
due to which they are not comfortable to share good and innovative ideas with their
supervisors. Furthermore, he describes that top management limits employees to their tasks
rather than creating a sense of responsibility in employees by making them work in teams
to attain high performance.
According to Spector (1997), work environment includes job security, safety of
employees, interpersonal relations, recognition, and opportunity to involve in decision
increase potential in elevating job satisfaction of employees. Meanwhile, negative attitudes
toward the work environment lead to job dissatisfaction. Employees are likely to have high
job satisfaction when they perceived that they are appreciated by the organization. The
conditions under which a job is performed can be different - from those completely
comfortable to those very difficult and dangerous to employees’ life and health. Difficult
working conditions can be influenced by: (1) external factors that include climate -
meteorological conditions, temperature, humidity, drafts, lighting in the workplace, noise
and interference, gases, etc. (2) Subjective factors that include gender and age of the
worker, fatigue, monotony, unfavorable posture during work, and the factors to the
organization such as duration of the work shift, work schedule, working time, work pace,
excessive strain etc influence the performance of the employees. Difficult working
conditions influence employees’ performances. It is therefore necessary to take measures
to eliminate uncomfortable working conditions or, if not possible, to take appropriate
safety measures. Safety at work is carried out to ensure working conditions without danger
to life or health, or, to avoid accidents, injuries, occupational diseases and, or at least
mitigate their consequences (Bakotic &Babic, 2013).
The impact of physical and mental environment on employee’s performance, to know the
overall satisfaction level of employees in the bank and study whether physical, social and
psychological work environment affect job satisfaction. Agbozoet al. (2017) found that
most of the staff at the bank are satisfied with their work environment especially the
physical ambiance.
The working environment is one of the most crucial factors which influence the level of
satisfaction as well as motivation of its employees. In order to increase efficiency,
effectiveness, productivity and job commitment of employees, the business must satisfy
the needs of its employees by providing good working conditions (Raziq, 2015). Employee
that is satisfied with their job tends to stay with the organization longer and will be highly
productive (Bayarçelik & Findikli, 2016). In contrast, employees with poor job satisfaction
have poor productivity, and thus, causing workplace conflict, stress, reduced loyalty,
increased absenteeism rate, higher intention to quit, and reduced commitment. These
consequences will influence employee turnover rate, reputation and performance as well.
Lado and Wilson (1994) examined that in a competitive business environment and in a
developing economy such as Nigeria where personal values of employees are always on
the increase, there is the challenging situation of maintaining and satisfying employees to
reduce employee exit or turnover. Job satisfaction is the degree to which a person is
pleased or satisfied with his/her job or work. Success of organizations highly depends on
its workforce. More satisfied and happy employees would be more productive and
profitable for the organization (Saari & Judge, 2004). Awan and Tair(2015) observed that
the factors like supervisor support, relation with co-workers, training and development,
attractive and fast incentives and recognition plans, adequate work load at work place are
helpful in developing a working environment that has positive impact on employee’s level
of productivity in the organizations. Yusuf and Metiboba (2012) defined workplace
environment as composition of three major sub-environments which include the technical
environment, the human environment and the organizational environment. A proper
workplace environment helps in reducing the number of absenteeism and thus can increase
the employees’ performance which leads to increased productivity at the workplace (Boles
et al., 2004). Spector (1997) observed that most businesses ignore the working
environment within their organization resulting in an adverse effect on the performance of
their employees. According to him, working environment consists of safety to employees,
job security, good relations with co-workers, recognition for good performance, motivation
for performing well and participation in the decision making process of the firm. He
further elaborated that once employees realize that the firm considers them important, they
will have high level of commitment and a sense of ownership for their
organization.Different factors within the working environment such as wages, working
hours, autonomy given to employees, organizational structure and communication between
employees & management may affect job satisfaction (Lane, Esser, Holte, & Anne, 2010).

Hoppok and Spielgler (1938) defined job satisfaction as the integrated set of
psychological, physiological and environmental conditions that encourage employees to
admit that they are satisfied or happy with their jobs .Further, the role of employees at
workplace is emphasized as there is an influence of various elements on an employee
within the organization The elements of job satisfaction are related to pay, promotion,
benefits, work nature, supervision, and relationship with colleagues (Bushra et al. (2011).
Ellickson and Logsdon (2002) defined job satisfaction as the extent to which employees
like their work. Wanous and Lawler (1972) refers job satisfaction is the sum of job it is
facet satisfaction across all facets of a job.
Clark (1997) argued that if employees are not satisfied with the task assigned to them, they
are not certain about factors such as their rights, working conditions are unsafe, co-workers
are not cooperative, supervisor is not giving them respect and they are not considered in
the decision making process; resulting them to feel separate from the organization.
Furthermore, the study highlighted that firms cannot afford dissatisfied employees as they
will not perform up to the standards or the expectations of their supervisor, they will be
fired, resulting firms to bear additional costs for recruiting new staff. So, it is beneficial for
firms to provide flexible working environment to employees where they feel their opinions
are valued and they are a part of the organization.
Mokaya et al. (2013) found that a favorable working condition, remuneration and
promotion can play an important role to increase job satisfaction level. Noah and Steve
(2012) found that a working environment in an organization increases level of job
satisfaction that ultimately leads to achievement of organization goals. Saba et al.(2013)
noted that although intrinsic factors of motivation including, career opportunities,
recognition, work, responsibility, professional growth, good feeling about the organization
have substantial relationship with job satisfaction, but the hygiene as an external factor has
no substantial correlation with employee satisfaction.
Ahmed and Ali (2009) emphasized that due to the fact that identification or reward has
been changed a lot, therefore, work motivation and satisfaction will be change parallelly,
so the greater focus on incentives and acknowledgment, the greater positive impact on the
job satisfaction level. Bhuian (1996) indicated that there is a significant positive
correlation, although not very strong, between satisfaction with job security and
organizational commitment, as well as between satisfaction with job security and
performance. Locke (1969) explained job satisfaction in terms of positive emotional
reaction of an employee that arises as a result of evaluation that what he expect and what
he actually gets from his job. According to Mustapha and Ghee (2013), there was negative
significant relationship between daily faculty workload and job satisfaction. Organization
should consider the amount of workload since reasonable daily load will determine the
satisfaction of employees. High job satisfaction among employees will enhance
organizational citizenship and loyalty. Jenaibi (2010) indicated that if a person’s work is
attractive, reimburse is fair, promotional chances are good, supervisor is helpful, and
coworkers are pleasant, then a situational approach leads one to expect satisfied with job
very simply. If the pleasures associated with one’s job outweigh the pains, there is some
level of job satisfaction. Bhuian and Islam (1996) argued that if expatriates are satisfied
with job security and pay, they will work hard to accomplish organizational goals.
Leblebici (2012) showed that employees are contented when they feel their immediate
environment; both physical sensations and emotional states are in tandem with their
obligations and how well employees connect with their organization’s immediate
workplace environment, influences to a great extent their error rate levels, efficiency and
innovativeness, collaboration with other employees, absenteeism and, ultimately their
retention. Kumar & Singh (2011) investigated the relation of job satisfaction with job
characteristics, job expectation and work motivations. Data was collected from the Tata
Consultancy Services, India. After applying inter correlation analysis, it is accomplished
that employees are more motivated than satisfied with their jobs. They prefer non-financial
incentives on financial rewards.

In the context of Nepal, Pathak (2015) found that employee overall feelings towards the
job is influenced by motivation, pay and benefits, training and career advancement
opportunities, relationship with immediate co-workers, working hours, recognition of
performance, nature of work, working environment, participation in decision making,
corporate culture etc. Job satisfaction can be an important indicator of how employees feel
about their jobs and a predictor of work behaviors such as absenteeism and turnover.
Gyawali (2017) found that there is a positive relationship between employee participation
on job performance.
Accourding to Pradhan and Panthee (2017), found that lighting and ventilation is positively
related to the job satisfaction. It indicated that better the lighting and ventilation, higher
would be the job satisfaction. Rijal (2006) observed that the working environment has
positive impact on job satisfaction in Nepalese commercial banks. The study also found
that the manager of different branches of different commercial banks encourage employees
to participate in decision making process. Poudel (2016) revealed that working
environment has positive impact on employees’ performance. Nepal (2016) found that the
working conditions are positively correlated to job satisfaction. Bhandari (2016) found that
workplace environment has positive and significant impact on the performance of
employees and job satisfaction. Madan & Bajwa (2016) argued that employees in
government bank face less stress than that of employees in private banks. Adhikari (2012)
found that increasing amount of work stress negatively impacts both at home and
workplace. Adhikari et al. (2011) concluded that the job satisfaction as the cognitive,
affective and evaluative reaction of employees toward their jobs.

Above discussion shows that the studies dealing with the effect of working environment on
job satisfaction are of greater significance. Though there are various findings as discussed
above in the context of different countries, no more studies have been conducted on the
analysis of the effect of working environment on job satisfaction in Nepalese commercial
banks. Hence, this study focuses on examining the impact of working environment on job
satisfaction in Nepalese commercial banks.

1.2 Statement of the problem

The success of organization is largely depend on the performance of employees and their
satisfaction. Creating a well work environment promotes wellbeing of employees and
hence increase employees’ performance and job satisfaction (Heath, 2006).Bank
institutions make significant investments in designing, building and ultimately recruiting
knowledgeable personnel. The physical layout and design and is extremely important
when it comes to maximizing individual performance. Poorly designed workstations,
unsuitable furniture, lack of ventilation, inappropriate lighting and excessive noise
adversely affect employee performance (Becker, 2002). According to Smith ( 2010) , the
working conditions, social support from supervisor and role incongruity also impacts
negatively on employees’ performance and job satisfaction.

The study state that 86% of productivity problems reside in the work environment of
organizations (Vischer, 2008).The study shows that the work environment is the major
determinant factor that influence the employee satisfaction and job satisfaction. The
commercial banks in Kenya are experiencing high labor turnover, absenteeism and huge
losses caused by employee negligence due to workplace environment conditions. This
indicates that perhaps other work environment factors are responsible and need to be
studied to establish how they influence employee performance. Better physical workplace
environment will boosts employees’ performance and ultimately improve their
productivity (Challenger, 2000). Raziq and Maulabakhsh (2015) indicated there is a
positive relationship between working environment and employee job satisfaction. There is
also a positive relationship between the top management, esteem needs and work hours,
job security and safety and workplace relations on job satisfaction.

Nudku et al.(2015) and Tokuda et al. (2009) found that working environment is negatively
associated with employees’ job satisfaction whereas extrinsic rewards are the best
motivator to cause job satisfaction. Accourding to Bakotic and Babic (2013), the working
conditions are important factor of their overall job satisfaction. The study also showed that
there is insignificant relationship between work condition and job satisfaction.
Furthermore, it was found out that the satisfaction with working conditions is higher in the
case of workers who work in the administration than in the case of workers who work in
difficult working conditions. Salunke (2015) indicated that when human resource is
satisfied in terms of their jobs, then only productivity level goes up. The sound work
environment is important to create the social relation at workplace and also maintain the
relationship between colleague, supervisor and the organization. The workload, stress,
overtime, fatigue, boredom are some factors to increase job dissatisfaction. On the other
hand good working condition, refreshment and recreation facility, health & safety facility,
fun at workplace increase the degree of job satisfaction.

Mokaya et al. (2013) found that the physical work environment has the positive impact
on job satisfaction. The physical work environment includes adequate lighting, space,
safety, ventilation, noise and coworker relations. Physical working conditions appear to
have both positive and neither positive nor negative impacts on the job satisfaction of
employees. However, there is an unclear idea about physical working conditions and job
satisfaction. It seems that there is a gap in empirical evidence, especially in the Sri Lankan
context with regard to the impact of physical working conditions on job satisfaction in the
apparel industry of operational level employees and found that there is a positive
relationship between physical environment and job satisfaction. But David and Lauren
(2009) addressed that there is negative relationship between physical work condition and
job satisfaction. Malik et al.(2011) found that there is a positive relationship between
physical working conditions, training and development and communication practices and
job satisfaction. The work environment has an impact on an individual’s ability to work
safely, competently and in compliance with operational performance targets.

Vest et al. (2000) found that working conditions are attached with employees’ job
involvement and job satisfaction that ultimately leads to better performance of the
employees. The study also reported that there is a positive correlation between perceived
supervisor supports. Abualrub (2004) found that, perceived social support from co-workers
enhance job performance and decrease job stress. Similarly, is the study suggested that
supportive management practices are crucial to achieve high performance and job
satisfaction. Factors including salary of employees, performance appraisal system,
promotional strategies, employee’s relationship with management and other co-
employees, training and development program, work burden and working hours are found
important for improving job satisfaction of bank employees’ (Chowdhary, 2013).

Chowdhary (2013) also stated job satisfaction is a very big concept as it includes various
factors associated with job satisfaction of employees. Satisfaction varies from employee to
employee. The overall satisfaction of bank employees is associated with different factors
of job satisfaction which includes nature of job, working environment, salary and
incentives linked job, promotional methods, performance appraisal, relationship with other
employees and management, and grievance handling etc. and found that there was a
positive relationship between these variable with job satisfaction. Chandrasekar(2011)
found that there are key factors in the employee’s workplace environment that impact
greatly on their level of motivation and performance. The workplace environment that is
set in place impacts employee morale, productivity and engagement - both positively and
negatively. In an effort to motivate workers, firms have implemented a number of practices
such as performance based pay, employment security agreements, practices to help balance
work and family, as well as various forms of information sharing. Ajala (2012) stated that
lighting and ergomic furniture has positive influence on employees’ performance. The
workplace features and good communication network at workplace have effect on
worker’s welfare, efficiency, productivity and employee satisfaction. In an open office plan
noise existence is stressful and demotivating, posses, high level of distraction and
disturbance copied with low privacy level.(Evans &Johnson, 2000). Thus there should be
good working environment to motivate the employees towards works.The study showed
that significant and positive relationship exists between employee motivation and
employee performance.

The study concludes that employee perceived training effectiveness has a negative
relationship with motivation (Shahzadi et al, 2014). According to Tsai (2011),found that
there is a positive relationship between organization culture and leadership behavior with
job satisfaction. There should be a well organization culture and well behavior leadership
style would encourage the job satisfaction. Nelson andQuick (2003) stated that
motivational factors increases the employees performance and job satisfaction.al.
Jehanzeb et al. (2012) found that the relationship between rewards, motivation and job
satisfaction. Results indicate that (1) rewards have positive significance on motivation, (2)
motivation is positively related to the job satisfaction (3) rewards have a positive
significant effect on job satisfaction.

In the context of Nepal, Shrakya and Devi (2016) found that employees are the source of
competitive advantages. Given the pressure to perform and compete, stress will be a
natural concomitant. In today’s competitive work environment, stress level is increasing
among the employees.The present research aims to study the stress faced by bank
employees in both public and private sectors of Nepal and determine the factors causing
stress and conclude that there is a positive impact of stress on job satisfaction of employees
in workplace.Maharjan (2012) concluded that there is a positive association between work
motivation and job satisfaction. Joshi (2016) found that presence of inferior physical
environment, working conditions and practices has contributed to musculoskeletal injuries
and problems exposing working children to risks and hazards. This study has been able to
identify that musculoskeletal disorders and injuries remains prevalent in brick kilns of
Nepal and catering physical, organizational and cognitive ergonomics needs will ensure
good work practices and better health of workers. Psychological empowerment has
positive and significant impact on the job satisfaction (Gautam & Ghimire, 2017).

The dimension of physical environment, psychological environment, social environment,

work hours, motivation, supervisor support, job stress, motivation, relation with co-woker
are still unclear in respect of how they affect on job satisfaction.This research is guided
towards impact of working environment and job satisfaction in Nepalese commercial
banks. The major problems identified on the level of job satisfaction are physical
environment, psychological environment, working hours, job stress and motivation. The
study aims at determining how the physical environment, psychological environment,
working hours, job stress and motivation have impacted on job satisfaction in Nepalese
commercial banks. This research will help to identify in determining the level of job
satisfaction according to their age, income level, marital status, experience, position and
educational background in Nepalese commercial banks inside Kathmandu valley

This relationship has not been well examined for Nepalese context. By looking at the link
between physical environments, psychological environment, job stress, working hours and
motivation with the job satisfaction. The study aims to fill this gap in the literature. Though
there are above mentioned empirical evidences in the context of other countries and in
Nepal, there is no enough evidence about the relationship between physical environment,
psychological environment, job stress, working hours and motivation with the job
satisfactionusing the most recent data. Therefore, this study deals with the following
issues:

1. What is the perception of employees on the level of physical environment,

psychological environment, working hours, job stress, motivation and job
satisfaction in Nepalese commercial banks?
 2. Is there any relationship of physical environment, psychological environment,
working hours, job stress and motivation with job satisfaction in Nepalese
commercial banks?
3. Does employees perception differ regarding physical environment, psychological
environment, working hours, job stress, motivation and satisfaction by their
working branch, gender, age, marital status, educational level, experiences, position
and income level.
4. To what extent physical environment, psychological environment, working hours,
job stress and motivation affect the job satisfaction in Nepalese commercial banks?
5. Which of the factor plays an important role in determining level of employee’ job
satisfaction in Nepalese commercial banks?

1.3 Purpose of the study

The major purpose of the study is to analyze the effect of working environment on
employees’ job satisfaction of Nepalese commercial banks. The specific objectives of the
study are as follows;

1. To examine the perception of employees on the level of physical environment,

psychological environment, working hours, job stress, motivation and job
satisfaction in Nepalese commercial banks.
2. To investigate the impact of physical environment, psychological environment,
working hours, job stress and motivation on job satisfaction in Nepalese
commercial banks.
3. To analyze the differences among the respondents on their perceived level of
physical environment, psychological environment, working hours, job stress,
motivation and job satisfaction by their working branch, gender, age, marital status,
educational level, experiences, position and income level.
4. To examine the relationship between physical environment, psychological
environment, working hours, job stress and motivation on job satisfaction in
Nepalese commercial banks.
 5. Which of the selected factors play most important role in determining the level of
job satisfaction in Nepalese commercial banks?

1.4 Significant of the study

A workplace is a location where someone works for his or her employer, a place of
employment. Such a place can range from a home office to a large office building or
factory. It includes all physical, psychological and social environments. The concept of
work environment is an actual comprehensive one including the physical, psychological
and social aspects that mark up the working condition. Work environment performs to
have both positive and negative effects on the psychological and welfare of employees.
Work environment involves all the aspects which act and react on the body and mind of an
employee. Under organizational psychology, the physical, mental and social environment
where employees are working together and there work to be analyzed for better
effectiveness and increase productivity. The major purpose is to generate an environment
which ensures the ultimate ease of effort and eliminates all the causes of frustration,
anxiety and worry. If the environment is congenial, fatigue, monotony and boredom are
minimized and work performance can be maximized. Kohun (1992) defined work
environment as the bridge between the employees and the workplace. It is referred to the
setting, situation, condition, or circumstances where employees perform their job.

A satisfied, happy and hardworking employee is biggest asset of any organization.

Effective results & productivity for any organization is depend on the level of satisfaction
of employees and work environment is one of the most important factor which influence
the satisfaction & motivation level of employees. Efficient human resource management
and maintain good work environment or culture effects not only the performance of
employee & organization but also affects the growth & development of entire
economy(Jain &Kaur, 2014).

This study mainly focuses on analyzing the impact of working environment on job
satisfaction in Nepalese commercial banks. The study tries to examine the impact of
physical environment and psychological environment on job satisfaction. The study also
tries to identify the relationship between working hours, work stress, motivation on level of
job satisfaction. This study will also enable the organization to know how to address issues
concerning the employees and its working environment and to consider office design as an
important factor in increasing job satisfaction. This study also addresses the status of work
life balance in Nepalese commercial banks that will guide organizations in formatting
plans and policies to maintain work life balance. The study also provide insight on
understanding the behavioral aspects of employees which can be used to formulate proper
working condition policies. Growth of any organization is largely depends upon the
performance of employees and their job satisfaction. For that the good working
environment is required. For improving the performance of organization and achievement
of the goals there is requirement of better job satisfaction. Thus, it is essential to address
the issue of impact of working environment on job satisfaction.

Likewise this study helps policymakers and stakeholders to set and design proper working
environment that aids in retaining employees and improving the level of job satisfaction.
Moreover this study is fruitful for academicians who might this as a reference material for
future research on similar topic. Likewise this study is fruitful for banking and non banking
institution for learn about the perception of respondent regarding the working environment.
In addition this study will guide the management team of banking institution and it
ultimately helps to increases the job satisfaction and overall organizational performance.

1.5 Operational definition, hypothesis and assumption

An operational definition defines the concept and terms of observable and measurable
characteristics or behaviors by specifying others concepts that can be observed in actual
practices. The operational definitions of the variables used on this study have been
discussed in this section.

Dependent variables

Job satisfaction
Job satisfaction shows how much an employee likes his work. Generally, it can be stated
that job satisfaction is a sense of comfort and positive experience that an employee have
related to his job. Job satisfaction can affect work behavior, and through that, the
organizational performance. According to Vroom (1964), Job satisfaction is the essential
component for employee motivation and encouragement towards better performance.

Therefore, in this study, job satisfaction was measured using a 5-item scale developed by
Rahim et al. (2016). Respondents were asked to indicate the responses on the 5-point scale
where 1 is for strongly disagree and 5 for strongly agree. Sample items include “if a good
friend of mine told me that he/she was interested in working in a job like mine I would
strongly recommend it”, “all in all, I am very interested with my current job”, “In general,
my job measure up to the sort of job I wanted when I took it”, and “knowing what I know
now if i had to decide all over again whether to take my job would”.

Hoppok & Spielgler (1938) defined job satisfaction as the integrated set of psychological,
physiological and environmental conditions that encourage employees to admit that they
are satisfied or happy with their jobs .Further, the role of employees at workplace is
emphasized as there is an influence of various elements on an employee within the
organization. Clark (1997) argued that if employees are not satisfied with the task assigned
to them, they are not certain about factors such as their rights, working conditions are
unsafe, co-workers are not cooperative, supervisor is not giving them respect and they are
not considered in the decision making process; resulting them to feel separate from the
organization.

Accourding to Raziq and Maulabakhsh (2015), job satisfaction is affected by working

hours, relation with co-worker, safety and security, esteem and top management. The study
found that these variables have a positive relationship with job satisfaction. Kinzl (2005)
defined job satisfaction as the attitude of worker toward his job, rewards which he gets,
social, organizational and physical characteristics of the environment in which he performs
his working activities. Furthermore, job satisfaction is a pleasant or positive response to the
individual's work. Kleinspehn et al. (2008) considered job satisfaction as a pleasant and
positive emotional state resulting from the appraisal of career or employee’s experience.
Independent variables

Physical environment

Physical environment in this study is defined as tangible workplace environment that

comprises spatial layout and functionality of the surroundings. Therefore, it is measured by
using a 5-item scale developed by Rahim et al. (2016). Respondents were asked to indicate
the responses on the 5-point scale where 1 is for strongly disagree and 5 for strongly agree.
Sample items include “the furniture I use is comfortable, flexible to adjust and easy to
rearrange or reorganize”, “the office is devoid of unnecessary noise”, “the working space
area is sufficient and roomy enough”, “the room or office I operate from is well
illuminated”, “the temperatures in the room or office I operate from is appropriate” and
“my work location is convenient for me”.

Physical environment refers to the level of upkeep, ambient noise, lighting, indoor air
quality and/or thermal comfort of the organization’s physical building and its location
within the community. According to Heath (2006), environment involves the physical
location as well as the immediate surroundings, behavioral procedures, policies, rules,
culture, resources, working relationships, work location, all of which influence the ways
employees perform their work. Physical workplace environment contextualizes the office
layout and design while psychosocial factors include working condition, role congruity and
social support from supervisors. Policies encompass employment conditions of employees
derived from industrial instruments and agreements negotiated with employees and unions,
along with our human resources policies. Employees spend fifty percent of their lives
within indoor environments, which greatly influence their performance capabilities
(Sundstrom et al., 1994). Ganesh(2015)found that physical work environment has a
positive relationship between job satisfaction. Stallworth et al. (1996) argued that
increasingly an organization’s physical layout is designed around employee needs in order
to maximize productivity and satisfaction.

Hansika et al. (2016) estimated that improvements in the physical design of the workplace
may result increase in employee productivity. The physical environment includes
components of the tangible workplace environment that comprise spatial layout and
functionality of the surroundings (Kohun, 2002). Office layout and design impressions
suggest that certain dimension serves a symbolic function by connoting meanings and
images about organizations and further how their employees are to be engaged
(Chandrasekar, 2011). It also state that better physical workplace environment will boosts
employees’ performance and ultimately improve their productivity. The physical
workplace environment; include but not limited to the comfort level, ventilation, heating,
natural lighting and artificial lighting. According to Temessek (2009), the above features
assist on the functional and aesthetic side, the décor, and design of the workplace
environment that ultimately helps improve the employees experience and necessitate better
performance. Thus there is a significant relationship between physical environment and job
satisfaction and employee performance. Based on it, this study develops the following
hypothesis:

H1: Physical environment has a positive relationship with job satisfaction

Psychological environment

Psychological environment in this study refer to the interaction between the environment
and working condition. Therefore, it is measured by using a 5-item scale developed by
Rahim et al. (2016). Respondents were asked to indicate the responses on the 5-point scale
where 1 is for strongly disagree and 5 for strongly agree. Sample items include, “I
frequently meet with my supervisor about my personal development”, “my supervisor
respects the co-worker’s opinions”, “my roles & responsibilities are clearly stated”, “my
job requires the performance of a wide range of tasks” and “I can rely on my supervisor to
help me out with a work problem”.

A healthy psychological work environment is imperative to ensure job satisfaction and

well-being in the workplace. A healthy psychological work environment means that there
is a balance between the demands made on the employee and the resources and skills he or
she possesses to meet what is required. The psychological factors i.e. the non-physical
aspects of a workplace, such as working conditions, social support from supervisor and
role incongruity also impacts negatively on employees’ performance. The organization of
work-life is also now a major consideration in Banks as they attempt to spur exceptionally
high performance (Smith, 2010).The psychosocial factor of work environment is generally
considered to be one of the most important issues in contemporary and future societies.
They refer to the interactions between the environment and working conditions,
organizational conditions, functions and content of the work, effort, individual
characteristics and those of members of their families (Vischer, 2008). Haynes(2008)found
that the behavior components of working environment have positive impact on job
satisfaction.Rothner (2005)showed that self-efficacy, positive effect, sense of coherence
and job satisfaction correlated positively with one another.

Srivastava (2008) indicated that psycho-social environment in work-place exert more

impact on employees’ job behavior and organizational effectiveness than the physical
environment does.The behavioral factors that may affect the performance of bank
employees at work place are the exclusive nature and function of job satisfaction change,
or systematic development or weakening in job satisfaction over spell (Warr, 2002).
Further it also state that there are lots of other aspects that may enhance or lower the
employees performance some of which include role congruity, supervisor support and
leadership styles in banks rank among the factors that may individually and collectively
effect on the performance of employees. Sell and Cleal (2011) developed a model on job
satisfaction by integrating economic variables and work environment variables to study the
reaction of employees in hazardous work environment with high monetary benefits and
non-hazardous work environment and low monetary benefits. The study showed that
different psychosocial and work environment variables like work place, social support has
direct impact on job satisfaction and that increase in rewards does not improve the
dissatisfaction level among employees. Different factors within the working environment
such as wages, working hours, autonomy given to employees, organizational structure and
communication between employees & management may affect job satisfaction (Lane,
Esser, Holte, & Anne, 2010). Based on it, this study develops the following hypothesis:

H2: Psychological environment has a positive relationship with job satisfaction

Working hours
Standard working hours in this study refers to the legislation to limit the working hours per
day, per week, per month or per year. Therefore, it is measured by using a 5-item scale
developed by Rahim et al. (2016). Respondents were asked to indicate the responses on the
5-point scale where 1 is for strongly disagree and 5 for strongly agree. Sample items
include “I am satisfied with the working hours and its fits with my private life”, “my
working hours let me to work at my personal issues also”, “I don’t have to work for long
hour, over time and in holidays”, and “I have enough time to complete my work during
office hour”.

Working time arrangements are key elements of working conditions and determine the
possibilities for employees to balance work with their other life spheres.Wage rates also
have a large impact on working hours’ preferences, as the low earnings category prefers far
more often longer hours (Tijdens, 2003). Peter and Mansour (2014) revealed that a flexible
work schedule is positively associated with both working-time fit and job satisfaction.
Tijdens (2003) concluded that flexible working method has a positive impact on employee
performance and job satisfaction. Long work hours are a risk factor for a range of
psychological and psycho-somatic conditions, including stress, anxiety, depression and
hypertension. Long work hours have also been found to reduce productivity and workplace
competence, notably among medical professionals (Caruso, 2006 and Rogers et al,
2004).Susanne (2016) indicated that individual time-sovereignty is positively linked with a
high level of working time satisfaction.

Scandura et al. (1997) concluded that flexible work hours were related to higher
organizational commitment and job satisfaction. Sarah and Alwine (2012) found that
increasing work hour and overtime have positive impact on life and job satisfaction. If an
employee needs to work overtime, the employer will need to pay overtime payments to
employees as required in the law. Wooden et al. (2009) found positive impact of actual
working hours and working overtime on the job satisfaction of full-time employees and
negative effect on job satisfaction only arises when full-time employees want to reduce
their working hours. If employees’ overtime is appropriately compensated, satisfaction
rises, and the working hour mismatch decreases. Nakata (2017) examined long working
hours, job satisfaction, and depressive symptoms: a community-based cross-sectional study
among Japanese employees and found that there is a negative relationship between long
working hour and job satisfaction. It also stated that long working hours leads to
depression. Thus, each and every employee want normal working hours and if pay is
provided for overtime then they become happy and which leads to employee productivity
and job satisfaction. Based on it, the study develops the following hypothesis:

H3: Working hours has a negative relationship with job satisfaction

Job stress

Occupational stress is stress related to one's job. Job stress in this study defines as pressure
or tension that employee bear during a working hours. Therefore, it is measured by using a
5-item scale developed by Rahim et al.(2016). Respondents were asked to indicate the
responses on the 5-point scale where 1 is for strongly disagree and 5 for strongly agree.
Sample items include “my job has a lot of responsibility, but I don’t have very much
authority”, “I have unachievable deadlines”, “I am pressured to work long hours”, “I feel
unsecure in my job” and “I feel much better on the job if the work condition were
changed”.

Job stress can be described as the damaging physical and emotion of a person that arise
when the wishes of the job do not compete with the abilities, means, or wants of the
employee. Job stress can lead to bad strength and even damage. Mansooret al. (2011)
defined the word stress is primarily from physical science where it means the strength
engaged upon a purpose to reason destruction, winding, or breaking. Hoboubi (2017)
found that there is a negative relationship between job stress and job satisfaction and
employees productivity. Thus corrective measures are necessary to improve the shift work
system. The study also stated that there are opposite relationship among job stress and
employee job satisfaction. If employees are not feeling stress on their job and are satisfied
with their job then this is positive impact on organization productivity. If employees feel
stress on their job and are not satisfied with their job then this is negative impact on
organization productivity (Warraichet al., 2014). Trivellas et al.(2013)showed that
conflict, heavy workload and lack of job autonomy are negatively associated with job
satisfaction.

Riazet al. (2016) showed that job stress positively impact on employee job satisfaction.
Kotteeswari and Sharief (2014) found that there is a negative relationship between job
stress and job satisfaction. It means that higher the stress lower would be job satisfaction
and lower productivity. Riaz et al. (2016) examined that there is a negative and
insignificant relationship between job stress and job satisfaction. For enhancing the
performance of the employees the management should provide training to their staff to
control over the stress and attain the high level of job satisfaction. The management should
also provide the friendly and supportive environment to their employees. The different
reward system like appraisal, compensation etc. are helps to increase the level of job
satisfaction. Konstantinos and Christina (2008) found that there is a strong negative
relationship was found between clinical leadership, inter-porfessional collaboration, and
stress and employee satisfaction. Ahsan et al. (2009) concluded that there is a negative
relation between job stress and job satisfaction. Based on it, the study develops the
following hypothesis:

H4: Job stress has a negative relationship with job satisfaction.

Motivation

Motivation in this study defines as the influence that account for the initiation, direction,
intensity and persistence of behavior. Therefore, it is measured by using a 5-item scale
developed by Rahim et al. (2016). Respondents were asked to indicate the responses on the
5-point scale where 1 is for strongly disagree and 5 for strongly agree. Sample items
include “my achievement on the current job is satisfactory”, “I am given due recognition at
work”, “I am given due responsibilities at work to execute”, “my advancement (i.e.
promotion) on the current job is satisfactory” and “personal growth (i.e. skills acquired
through training and development) on the current job is satisfactory”.
Employee motivation is a reflection of the level of energy, commitment, and creativity that
a company's workers bring to their jobs. According to Kuvaas & Dysvik (2009),
motivation imposes employee outcomes for instance performance and productivity. He
also established that motivated employees are more oriented towards autonomy and are
more self-driven in contrast to less motivated employees. Further, motivated employees are
highly engaged and involved in their work and jobs and are more willing to take
responsibilities. According to Barber et al. (1992), reward management system helps the
organizations to attract, capture, retain and motivate employees with high potential and in
return get high levels of performance. Reward management system consists of both
extrinsic and intrinsic rewards; where former involves financial rewards (salary, bonus etc)
and the later includes non-financial rewards like recognition, security, title, promotion,
appreciation, praise, decision making involvement, flexible working hours, workplace
comfort ability, feedback, work design, social rights etc (Yang, 2008).Ogunnaike et al.
(2014) discovered that both intrinsic and extrinsic motivations are crucial to enriching the
job satisfaction. Calvin (2017) suggested that there is a strong and positive relationship
between remuneration and employees' performance and that salary/wage and
bonus/incentives also serve as a form of motivation to the employees

Saleem et al.(2010) found that there is a positive relationship between motivation and job
satisfaction. Shahzadiet al. (2014) examined that there is a significant and positive
relationship exists between employee motivation and employee performance. It is also
concluded that intrinsic rewards has a significant positive relationship with employee
performance and employee motivation. Xiao (1996) found that there is a positive
relationship between motivation and employee performance. It means that higher the
motivational level higher would be employee performance. Hansen et al. (2003) concluded
that the motivator factors such as attractive salary, rewards, promotion can increase the job
satisfaction. Jobber and Lee (1994) examined that employee motivation affect the
employee productivity. A poorly motivated labor force can decrease the productivity and
performance, increase absenteen and high turnover. Thus to increase the performance,
there should be provided a good motivational factors.Based on it, the study develops the
following hypothesis:
H5: Motivation has a positive relationship with job satisfaction and employee
performance

1.6 Organization of the study

The aim of the study is to analyze the impact of working environment on job satisfaction
and employees performance in Nepalese commercial banks. The study organized into a
total five chapter. Chapter one contains general background of the study, statement of
problem, purpose of the study, significant of the study, and organization of the study.
Chapter two consists of review of literature or empirical works as well as the review of the
studies of Nepalese context. Also it comprises of theoretical or conceptual framework
followed with concluding remarks associated with the findings and major ideas of the
studies. Chapter three includes the research design, nature and source of data, selection of
enterprise, models used for data analysis and concluding along with the limitation of the
study. Chapter four focuses on the brief presentation and analysis of data ending up with
the concluding remarks associated with the major findings of the study. Finally chapter
five provides a summary of overview on all works carried out from chapter one through
four including major conclusion derived from the study. This chapter also includes a
separate section for recommendation and scope for future research based on major finding
of the study.
 CHAPTER II

LITERATURE SURVEY AND THEROTICAL FRAMEWORK

This section discusses some empirical and theoretical literature on the effect of working
environment on job satisfaction in Nepalese commercial banks and presents the conceptual
framework of the study. It is divided into the three sections. First section consists of
theoretical frameworks which gives an in depth review of related studies in the context of
developed and emerging countries. This section also provides various literatures conducted
among variables along with their relationships with each others. It also deals with a brief
review of empirical works in the context of Nepal. Second section includes the conceptual
framework of the study. The conceptual framework clarifies how the study is organized
and what variables have been selected and try to find the relationship between independent
variables and dependent variables. And finally, the third section presents concluding
remarks which makes remarks on the missing elements in the existing literature.

2.1 Review of literature

Literature means the published or unpublished, printed or audio visual, books or reports
and other relevant materials that is consulted by researchers to understand and investigate
research problem. Review is the process of locating (to find out), obtaining ( to receive ),
reading ( to store in mind) , and evaluating ( critically examine ) the research literature in
the area of researcher's interest. Thus literature review is a scholarly paper, which includes
the current knowledge including substantive findings, as well as theoretical and
methodological contributions to a particular topic.

The review is made of the physical environment, psychological environment, working

hours, job stress, and motivation which impact on job satisfaction in an organization, taken
from the different literature.

The literature can be grouped as

a) Review on physical environment and job satisfaction

b) Review on psychological environment and job satisfaction
c) Review on working hours and job satisfaction
d) Review on and job stress and job satisfaction
e) Review on and motivation and job satisfaction
f) Review on Nepalese literature

2.1.1 Review on physical environment and job satisfaction

Table 2.1: shows the literature review on physical environment and job satisfaction.

Table 2.1: Review on physical environment and job satisfaction

Study Major findings

Chandrasekar The study concluded that the type and quality of lighting system at the
(2011) workplace promotes working experience of employees which then
results to increased productivity and job satisfaction.
Sarodeand The study revealed that there is a positive relationship between
Shirsath (2014) lighting, noise, colour and air quality on employee productivity and
job satisfaction.

Leblebici (2012) The study found that there is a positive relationship between
workplace and job satisfaction: a case study of a foreign private bank
in Turkey
 Stallworth et al. The study argued that increasingly an organization’s physical layout is
(1996) designed around employee needs in order to maximize productivity
and satisfaction.
Roelofsen (2002) The study suggested that improving working environment results in a
reduction in a number of complaints and absenteeism and an increase
in productivity
Ganesh (2015) The study found that physical work environment has a positive
relationship between job satisfaction
Bakoticand Babic The study found that if there are poor working environment then it
(2013) leads to employees dissatisfaction.
Sell and Cleal The study showed that different psychosocial and work environment
(2011) variables like work place, social support has direct impact on job
satisfaction
Hansika et al. The study estimated that improvements in the physical design of the
(2016) workplace may result increase in employee productivity

Chandrasekar (2011) examined workplace environment and its impact on organizational

performance in public sector organizations. The study explained that the workplace
environment impacts employee morale, productivity and engagement - both positively and
negatively. The work place environment in a majority of industry is unsafe and unhealthy.
These includes poorly designed workstations, unsuitable furniture, lack of ventilation,
inappropriate lighting, excessive noise, insufficient safety measures in fire emergencies
and lack of personal protective equipment. People working in such environment are prone
to occupational disease and it impacts on employee’s performance. Thus productivity is
decreased due to the workplace environment is poor. From the research paper we found
that Office space is one of the leading physical aspects that influence the employee’s
performance and job satisfaction at the workplace with mean value 3.06 whereas Furniture
and furnishing have been mean value 2.71 and Storage of materials has been mean value
2.20. Thus office space highly influences employee’s performance at the workplace than
other physical aspects.

Sarode and Shirsath (2014) investigated the factors affecting employee work environment
& it’s relation with employee productivity. The quality and quantity of work generated by
employees are influenced by the work environment while poor environmental conditions
can cause inefficient worker productivity as well as reduce their job satisfaction. This
paper will describe some elements of the work environment that can impact on job
satisfaction and will address lighting, noise, color, and air quality, furniture and equipment
as the key physical factors in the organization will discuss as well. The four factors of the
work environment under which it has impact on employee productivity that are: lighting,
noise, color, and air quality and found that there is a positive relationship.

Leblebici ( 2012) analyzed the impact of workplace quality on employee’s productivity:

case study of a bank in turkey. The quality of environment in workplace may simply
determine the level of employee’s motivation, subsequent performance and productivity.
How well employees get along with the organization influence the employee’s error rate,
level of innovation and collaboration with other employees, absenteeism and ultimately
time period to stay in the job and found that there is a positive relationship between
working condition and job satisfaction. In March 2006, a survey was conducted by taking a
sample size of 2013. Almost 90 percent of senior officials revealed that effective
workplace design is important for the increase in employees’ productivity. The final
outcome of the survey suggested that businesses can enhance their productivity by
improving their workplace designs

Stallworth et al. (1996) explored the workplace design and job performance: a study of
operational level employees in industry of Srilanka by using a sample of 90 employees.
The main focus of this study was to identify the relationship between workplace design and
job performance. Simple random sampling method is used to select the representative
sample. A self-administrated structured questionnaire was used to collect data. In this study
the correlation analysis and multiple regression analysis were used to test the research
hypotheses. And confirmed that workplace design is significantly correlated with
employee job performance. The findings of the study indicate that there is a strong positive
relationship between workplace design and job performance of operational level
employees.

Roelofsen (2002) examined the impact of office environments on job satisfaction. One of
the fundamental human requirements is a working environment that allows people to
perform their work optimally under comfortable conditions. Given that buildings and air
conditioning systems are designed on the basis of a certain level of discomfort, this raises
the key question ‘What is the effect of the level of comfort on the productivity of people
working in office environments?’ The purpose of this paper is to quantify this relationship
as an aid to making choices regarding the working environment at strategic level within the
facilities management process, with particular emphasis on thermal conditions. The design
of the workplace as a strategy for productivity enhancement and found that the well
buildings and air conditioning systems helps to increases the employee performance and
job satisfaction.

Ganesh (2015) assessed the work environment and its effect on job satisfaction in
cooperative sugar factories in Maharashtra, India. The study used the structured
questionnaire in Likert’s five point scale and there are 850 samples. It describes the
relationship in which employees are working together. Without healthy environment in an
organization employees are not happy and satisfied. A satisfied, happy and hardworking
employee is biggest asset of any organization. Efficient human resource management and
maintain good work environment or culture effects not only the performance of employee
& organization but also affects the growth & development of entire economy. Thus the
finding shows that physical work environment are most influencing factors of job
satisfaction.

Bakotic and Babic (2013) analyzed the impact of working conditions to job satisfaction.
For that purpose the empirical research has been conducted in 2012 in one Croatian
shipbuilding company. The study shows that there is no statistically significant difference
in overall job satisfaction between workers who work under difficult working conditions
(at the facility) and those who work in normal working conditions (in the administration);
workers who work in normal working conditions are more satisfied with working
conditions than workers who work under difficult working conditions; in the case of
workers who work under difficult working conditions, the working conditions are
important factor of their overall job satisfaction.

Sell and Cleal (2011) identified a model of job satisfaction integrating economic and work
environment variables areused for testing interactions between rewards and work
environment hazards. Data came from a representative panel of Danish employees. The
results showed that psychosocial work environment factors, like information about
decisions concerning the work place, social support, and influence, have significant
impacts on the level of job satisfaction. Maximizing rewards did not compensate public
employees to an extent that ameliorated the negative effects on job satisfaction of
experiencing low levels of any of these factors whereas influence did not impact job
satisfaction of private employees.

Hansika et al. (2016) studied the impact of office design on employees’ productivity with
the focus on banking organizations which are located in North Western province, Sri
Lanka. In order to conduct the study, with the use of random sampling technique 8 banks
located in the North-Western province, Sri Lanka were taken in to consideration and
eighty-two respondents were used as the sample. Accordingly it was found that there is a
high (significant) relationship between the office design and the employees’ productivity.

2.1.2 Review on psychological environment and job satisfaction

Table 2.2 shows the literature review on psychological environment and job satisfaction.

Table 2.1: Review on psychological environment and job satisfaction

Study Major findings

Haynes(2008) The study found that the behavior components of working
environment have positive impact on job satisfaction.
Rothner (2005) The study showed that self-efficacy, positive affect, sense of
coherence and job satisfaction correlated positively with one another
Srivastava (2008) The study indicated that psycho-social environment in work-place
exert more impact on employees’ job behavior and organizational
effectiveness than the physical environment does
Veitch The study found that favorable physical and psychological
andNewsham environment would lead higher job satisfaction.
(2000)
 Mustapha The study indicated that there was negative significant relationship
andGhee (2013) between daily faculty workload and job satisfaction.
Awan and Tahir The study showed that psychological work environment have positive
(2015) impact on job satisfaction.
Agbozoet al. The study renewed that there is a positive relationship between work
(2017) environment and job satisfaction.
Mokaya et al. The study found that factors like working conditions, remuneration
(2013) and promotions play important role for employees’ level of job
satisfaction
Naqvi et al. The study showed the strong relationship between job autonomy and
(2013) job satisfaction.

Haynes (2008) studied the impact of the office environment on productivity. The data
collected consists of data about the physical characteristics of the office environment and
data pertaining to the behavioral environment and found that interaction was perceived to
be the component to have the most positive effect on productivity and distraction was
perceived to have the most negative. It is proposed that the results in this study will
provide support for the hypothesis that it is the behavioral components of the office
environment that have the greatest impact on office productivity.

Rothner (2005) examined on the psychological well-being and job satisfaction of

employees in a financial institution.The objective of this study was to determine the
relationship between psychological wellbeing (i.e. self-efficacy, positive and negative
effect, and sense of coherence) and job satisfaction of employees in a financial institution.
A cross-sectional survey design was used. An availability sample (N = 117) was taken
from different levels of employees in a financial institution. The results showed that self-
efficacy, positive effect, sense of coherence and job satisfaction correlated positively with
one another, while negative affect had negative correlations with the other constructs.

Srivastava (2008) analyzed the effect of perceived work environment on employees’ job
behavior and organizational effectiveness The study examined the effect of two
constituents of work environment (i.e. physical and psychosocial on employees’ job
satisfaction and performance, and organizational effectiveness in a sample of 360 technical
supervisors and operating core personnel. Regression analyses revealed that among the
various components of work environment, working condition, welfare provisions,
interpersonal relations, and trust and support predominantly contribute to employees’ job
behavior and organizational effectiveness. The results also specified that psycho-social
environment in work-place exert more impact on employees’ job behavior and
organizational effectiveness than the physical environment does.

Veitch andNewsham (2000) observed on the exercised control, lighting choices, and
energy use: An office simulation experiment. The study belief that individual control leads
to beneficial behavioral outcomes underlies many recommendations to install individual
controls on workplace lighting, temperature, and ventilation. The present experiment
compared the work performance and satisfaction of 47 office workers who were given
choices concerning workplace lighting (CS) with age- and sex-matched partners (PP) who
were given no choices but worked under identical lighting. Preferred luminous conditions
were recorded for both groups. Satisfaction with lighting and the work environment were
high for both groups, and the majority of participants chose lighting conditions consistent
with current codes and standards for lighting, including energy use. CS participants had
greater perceived control than PP participants, but there were no differences in satisfaction,
mood, performance or health. PP participants' lighting choices, recorded at the end of the
day-long session, created less VDT glare than CS choices. Although there was no short-
term benefit of perceived control over lighting, it appears that experience with workplace
conditions could lead to the ability to reduce unpleasant conditions if choices were
available.

Mokayaet al. (2013) investigated the effects of organizational work conditions on

employee job satisfaction in the hotel industry in Kenya. The study adopted a decripto-
explanatory study design, covering a stratified sample of 84 drawn from 170 employees of
hotels in Nakuru, Kenya. A self-administered questionnaire was used to collect data;
analyzed through descriptive and inferential statistics. The study achieved a response rate
of 80.85%. There was high employee job satisfaction with working conditions which had a
strong and positive correlation with employee job satisfaction with correlation coefficient
of 0.839. Satisfaction with remuneration was rated at 81%, with a strong and positive
correlation with employee job satisfaction with coefficient of 0.854. Satisfaction with
promotion system was rated at 79%, and was positively correlated with employee job
satisfaction at 0.448. The overall employee job satisfaction in the hotel industry was mean-
rated at 3.368 out of a total score of 5. The three independent variables accounted for 80%
of variations in employee job satisfaction and were thus critical in employee job
satisfaction. To improve on employee job satisfaction, the hotel management should
provide training and development opportunities for staff to enhance their working skills

Awan and Tahir (2015) analyzed the impact of work environment on employee
performance. The basic objective of this study is to measure the impact of working
environment on productivity of employees. The organizations like banks and insurance
companies were selected for conducting this research study. A closed ended questionnaire
was developed to get feedback from target audience and different statistical methods were
used to derive results from the collected data. It was observed that the factors like
supervisor support, relation with co-workers, training and development, attractive and fast
incentives and recognition plans, adequate work load at work place are helpful in
developing a working environment that has positive impact on employee’s level of
productivity in the organizations.

Agbozoet al. (2017) studied the effect of work environment on job satisfaction with the
spotlight on a merchant bank in Ghana. Among other objectives, the paper set out to
ascertain the impact of physical and mental environment on employees’ performance, to
know the overall satisfaction level of employees in the bank and study whether physical,
social and psychological work environment affect job satisfaction. Stratified sampling
technique was adopted to select the sample for the study. Questionnaire was used as the
research instrument while Statistical Package for Social Science (SPSS) was employed to
analyze the data gathered from the field study. Findings of the study indicated that most of
the staff at the bank are satisfied with their work environment especially the physical
ambiance.
Mustapha and Ghee (2013)determined the influence of faculty workload on job satisfaction
among academics in four public universities in Kelantan, Malaysia. Sample was randomly
selected through systematic procedure and data was collected from 320 samples using self-
administered questionnaires. The data was analyzed using descriptive analysis to describe
the respondents’ profile and using Pearson Product Moment Correlation to test the
relationship between variables. The result indicated that there was negative significant
relationship between daily faculty workload and job satisfaction

Naqvi et al. (2013) examined the relationship between job autonomy and organizational
commitment in Tobacco industry of Pakistan to find out with moderating role of job
satisfaction. Data were amassed from 260 employees of four top tobacco companies and
found that there is positive impact of job autonomy on job satisfaction. Furthermore the
findings showed that tobacco industry of Pakistan is now moving from bureaucratic
environment to the healthy and friendly environment, but they still need to improve it
because this industry needs more creation to attract customers towards them.

2.1.3 Review on job stress and job satisfaction

Table 2.3: shows the literature review on job stress and job satisfaction.

Table 2.1: Review on job stress and job satisfaction

Study Major findings

Hoboubi et al.(2017)
Trivellas et al.(2013)
Jayasinghe (2017)
The study found that there is not a significant relationship
between job stress with job satisfaction
The study showed that conflict, heavy workload and lack of
job autonomy are negatively associated with job satisfaction
The study revealed that the relationship between stress and
 performance is negative and concluded that the stress is
impacting over the performance of the employees of bank
industry
Raza and Irfan (2014) The study concluded that job stress is significantly correlated
with job satisfaction.
Draper et al. (2004) The study found that there is a significant positive correlation
between job satisfaction and stress
Arshadi and Damiri Findings indicate the negative relationship between job stress
(2013) and job performance and positive relationship between job
stress and turnover intention.
Riaz et al. (2016) The study showed that job stress positively impact on
employee job satisfaction
Konstantinos and A strong negative relationship was found between clinical
Christina (2008). leadership, inter-professional collaboration, stress and job
satisfaction.
Ahsan et al. (2009) The study concluded that there is a negative relation between
job stress and job satisfaction
Sattar and Ali (2014) The study found that promotion and leadership behavior was
largely correlated with dependent variable employee
satisfaction. While work environment and job stress have less
influence on employee’s job satisfaction.

Hoboubi et al. (2017) examined the impact of job stress and job satisfaction on work force
productivity in an Iranian Petrochemical Industry. This study was carried out to investigate
the job stress, job satisfaction, and workforce productivity levels, to examine the effects of
job stress and job satisfaction on workforce productivity. In this study, 125 randomly
selected employees of an Iranian petrochemical company participated. The data were
collected using the demographic questionnaire. And found that the relationship between
job stress and productivity indices was not statistically significant, the positive correlation
between job satisfaction and productivity indices was statistically significant. Thus, “Role
insufficiency” and“role ambiguity” should be improved and supervisor support must be
increased to reduce job stress and increase job satisfaction and productivity.
Trivellas et al.(2013) investigated the impact of job related stress on job satisfaction of
nursing staff working in hospitals drawing on a sample of 271 nurses operating in Greek
hospitals. Job stress is one of the most important workplace health risks for employees, and
job satisfaction has been considered as a crucial factor in the provision of high quality
services and superior performance at hospitals. The study examined the degree to which
stressors such as conflict, workload, interpersonal relationships, career development,
information access and feedback influence job satisfaction aspects such as physical
environment, career opportunities, management style, job enrichment, rewards and job
security. Results showed that conflict, heavy workload and lack of job autonomy are
negatively associated with all job satisfaction dimensions, while shortage in information
access and feedback is positively related to employees’ satisfaction with rewards and job
security.

Jayasinghe (2017) analyzed the impact of stress and job performance: A study on banking
sector of Northern region of Sri Lanka with the primary objective of understanding the
effect of stress of bank employees and its impact over performance. Secondly, this research
is trying to identify the effect of stress relate to job, organizational and individual factors
and their relationships over performance and revealed that the relationship between stress
and performance is negative and concluded that the stress is impacting over the
performance of the employees of bank industry.

Raza and Irfan (2014) examined the impact of stress on job satisfaction of managerial
employees working in commercial banks: a case study of district Ghotki sindh. A self
develop research model was experienced where job stress is stated as the independent
variable. All the branches of domestic commercial banks located in Ghotki district were
investigated and it was carried out on a sample of 30 branch managers. A self develop
questionnaire was used to collect data. The study found that there is a high degree of job
stress among branch managers of private commercial banks. The findings of the study
revealed that women managers have a higher degree of job stress than male managers. The
study also concluded that job stress is significantly correlated with job satisfaction.

Draper et al. (2004) investigated NHS cadet schemes: student experience, commitment, job
satisfaction and job stress. As part of a larger national evaluation of National Health
Service (NHS) cadet schemes, this paper reports on a survey of senior cadet students
across 62 cadet schemes in England and examines their experience of being a cadet on
such a scheme. Cadets forming the most senior cohort from each of the 62 schemes
(n=596) were surveyed using a questionnaire. One of the most positive aspects of the
schemes was the first-hand experience of working in the NHS they provided, whilst also
giving cadets the opportunity to gain recognizable skills and qualifications. Cadets scored
highly on the job satisfaction scale and, on the job stress scale, showed low stress overall.
A significant positive correlation was found between satisfaction and stress, indicating that
the cadets who are most satisfied are also more highly stressed.

Arshadi andDamiri (2013) analyzedthe relationship of job stress with turnover intention
and job performance, considering the moderating role of organization-based self-esteem
(OBSE). Data collected from 286 employees of Iranian National Drilling Company
(INDC), who were selected by simple random sampling method. Pearson correlation and
Moderated regression analysis through SPSS 19 software package were used for data
analysis. Findings indicate the negative relationship between job stress and job
performance and positive relationship between job stress and turnover intention

Riazet al.(2016) examined the relationship between job stress and employee job
satisfaction. The study is conducted in the Nursing Sector of DHQ Hospital of Okara. In
this study the job stress is independent variable and employee job satisfaction is dependent
variable. In this study we used quantitative research and data is collected through survey.
For data collection, questionnaire is used. Sample size consists of 100 nurses of DHQ
Hospital of Okara. The data is analysis through SPSS. The result of the study shows that
job stress positively impact on employee job satisfaction

Konstantinos and Christina (2008) observed an extensive literature search was performed
aiming to identify and review research studies that investigate variables which influence
stress and job satisfaction of nurses working in mental health settings. This review shows
that a variety of factors influence stress and job satisfaction of entail health nurses. Among
these, clinical leadership and quality inter-professional collaboration between nurses and
doctors and amongst nurses are particularly important.Job satisfaction was found to be
influenced primarily by psychological stress and the quality of clinical leadership. The
influence of the quality of collaboration amongst nurses and between nurses and doctors on
nurses’ job satisfaction is uncertain. A strong negative relationship was found between
clinical leadership, inter-professional collaboration, stress and job satisfaction.

Ahsan et al. (2009) investigated on the relationship between job stress and job satisfaction.
The determinants of job stress that have been examined under this study include,
management role, relationship with others, workload pressure, homework interface, role
ambiguity, and performance pressure. The sample consists of a public university
academician from Klang Valley area in Malaysia. A total of 300 respondents were selected
as a sample of the study from that university. The results show there is a significant
relationship between four of the constructs tested. The results also show that there is
significant negative relationship between job stress and job satisfaction.

Sattar and Ali (2014) studied the level of job satisfaction among employees of banking
industries at Bahawalpur. Being descriptive study, survey method was adopted for data
collection to find out the factors. A sample of 150 private and public banks of Bahawalpur
was selected for the survey. The data was analyzed by using Cronbach’s Alpha, correlation
and regression in SPSS softwareand the result found that promotion and leadership
behavior was largely correlated with dependent variable employee satisfaction. While
work environment and job stress have less influence on employee’s job satisfaction.

2.1.4 Review on working hours and job satisfaction

Table 2.4: shows the literature review on working hours and job satisfaction.

Table 2.4: Review on working hours and job satisfaction

 Study Major findings
Susanne (2016) The study indicated that individual time-sovereignty is
positively linked with a high level of working time satisfaction.
Nakata (2017) The study found that there is a negative relationship between
long working hour and job satisfaction.
Sarah andAlwine (2012) The study found that increasing working hours and overtime
have positive effects on life and job satisfaction, whereas the
desire to reduce working hours has a negative impact on
satisfaction
Tijdens (2003) The study concluded that flexible working method have a
positive impact on employee performance and job satisfaction.
Lee et al. (2015) The results indicated that a difference between employees who
desire more hours and those who desire fewer hours: employee
desire for and receipt of more hours was related to positive
changes in job satisfaction
Holly and Mohnen The results showed that high working hours and overtime in
(2012) general do not lead to decreased satisfaction
Valcour (2007) The study revealed that work hours were negatively related to
satisfaction with work-family balance
Orpen (1981) The results indicated that flexitime caused a significant
increase in worker satisfaction
Scanduraet al. (1997) The  concluded that flexible work hours were related to higher
organizational commitment and job satisfaction 

Susanne (2016) analyzed the level of working time satisfaction of employees and
identifies the factors that may facilitate or impede satisfaction with working time using
cross sectional data from the German BIBB/BAuA-Employment Survey. The analytical
basis is a generalized ordered logistic regression model. The main results indicate that
individual time-sovereignty is positively linked with a high level of working time
satisfaction. Worker-friendly working time arrangements, which lead to less stress,
insecurity and mental pressure, increase satisfaction levels, whereas atypical working time
arrangements, such as unpaid overtime and working shifts, weekends and under high
intensity, reduce satisfaction levels.
Nakata (2017) examined the relationship between long working hours, job satisfaction and
depressive symptoms among Japanese employees in small and medium scale businesses.
A total of 2,375 full-time non-shift day workers (73% men), aged 18–79 (mean 45) years,
in 296 small- and medium-scale businesses were surveyed using a self-administered
questionnaire evaluating working hours, job satisfaction, depressive symptoms and
covariates. The results suggested that long working hours are associated with increased
risk of depressive symptoms that led to reduced job satisfaction condition, which
highlights the importance of improving job satisfaction, particularly among those working
excessive hours. However, when the combined associations of working hours and job
satisfaction were tested, job satisfaction turned out to be the main factor related to
depressive symptoms. Furthermore, a combination of long working hours with reduced job
satisfaction exerted a reciprocal association on depressive symptoms, but a combination of
long working hours with high satisfaction did not show such an effect.

Sarah & Alwine (2012) studied the influence of working hours on employees’ satisfaction,
this article uses a large, representative set of panel data from German households
(GSOEP). The results show that high working hours and overtime in general do not lead to
decreased satisfaction. Rather, increasing working hours and overtime have positive effects
on life and job satisfaction, whereas the desire to reduce working hours has a negative
impact on satisfaction. In 2009, nearly 60% of employees wanted to reduce their working
hours. The overall number of hours by which employees want to reduce their working time
is driven mainly by overtime compensation.
Tijdens (2003) investigatedemployees' and employers' preferences for working time
reduction and working time differentiation study of the 3 6-hour working week in the
dutch banking sector, reduced working time (RWT) was agreed in collective bargaining;
however, employers are able to exclude employees from RWT. Two issues are central to
this study: Which employees are in favor of RWT? Which employees are assigned RWT.
Using large-scale survey data from 17,308 employees, linear and logistic regression
analyses are per- formed to estimate employees' preferences in regard to RWT and
employers' RWT assignment strategies.. The analyses of employees' preferences reveal
that most support is found for the maximizing income thesis, predicting that low-income,
breadwinning and part-time employees are less in favor of RWT. From this we can
conclude that flexible work hours has a significant relationship with job satisfaction.

Lee et al. (2015) analyzedthe effect of work hour congruence on employee job satisfaction
and absenteeism using a large, longitudinal sample from the Canadian Workplace and
Employee Survey (WES). An employee is said to have work hour congruence when they
actually work the number of hours that they desire. Results indicate a difference between
employees who desire more hours and those who desire fewer hours: employee desire for
and receipt of more hours was related to positive changes in job satisfaction, while
employee desire for and receipt of fewer hours was related to reduced absenteeism.

Holly and Mohnen (2012) examined the influence of working hours on employees’
satisfaction, this article uses a large, representative set of panel data from German
households (GSOEP). The results show that high working hours and overtime in general
do not lead to decreased satisfaction. Rather, increasing working hours and overtime have
positive effects on life and job satisfaction, whereas the desire to reduce working hours has
a negative impact on satisfaction. In 2009, nearly 60% of employees wanted to reduce their
working hours. The overall number of hours by which employees want to reduce their
working time is driven mainly by overtime compensation.

Valcour (2007) investigated on the relationships of work hours, job complexity, and
control over work time to satisfaction with work-family balance. Based on data from a
sample of 570 telephone call center representatives, a moderated hierarchical regression
analysis revealed that work hours were negatively related to satisfaction with work-family
balance, consistent with the resource drain perspective. Job complexity and control over
work time were positively associated with satisfaction with work-family balance. Control
over work time moderated the relationship such that as work hours rose, workers with low
control experienced a decline in work-family balance satisfaction, while workers with high
control did not. Results encourage greater research attention to work characteristics, such
as job complexity and control over work time, and skills that represent resources useful to
the successful integration of work and family demands.
Orpen (1981) investigated the effect of flexible working hours on employee satisfaction
and performance: A field experiment. 64 federal workers were randomly assigned to
flexible or fixed working hours, and after 6 mo they completed the Index of Job
Satisfaction. In addition, their supervisors rated their 6-mo performance on a 9-point scale.
Results indicate that flextime caused a significant increase in worker satisfaction but had
negligible effects on performance.

Scanduraet al.(1997) observed the relationships of gender, family responsibility and

flexible work hours to organizational commitment and job satisfaction. For this researcher
were examined among 160 matched male and female managers in a cross‐organizational
study. Results revealed that women who perceived their organizations offered flexible
work hours reported higher levels of organizational commitment and job satisfaction than
women who did not. Also, flexible work hours were related to higher organizational
commitment and job satisfaction for those having family responsibilities.

2.1.5 Review on motivation and job satisfaction

Table 2.5: shows the literature review on motivation and job satisfaction.

Table 2.5: Review on motivation and job satisfaction

Study Major findings

Saleem et al. The study found that there is a positive relationship between motivation
(2010) and job satisfaction.
 Velnampy The study investigated on the relationships between satisfaction,
(2008) involvement and employee performance.
Ogunnaike et al. The study discovered that both intrinsic and extrinsic motivations are
(2014) crucial to enriching the job satisfaction.
Cong The study found that pay and promotion is the most important
andVan(2013) motivational factor followed by good working conditions.
Shahzadi et al. The study concluded that intrinsic rewards has a significant positive
(2014) relationship with employee performance and employee motivation.
Jehanzeb et al. There is a positive relationship between rewards and motivation on
(2012) satisfaction.
Calvin (2017) The finding suggested that there is a strong and positive relationship
between remuneration and employees' performance and that
salary/wage and bonus/incentives also serve as a form of motivation to
the employees.
Bhatti et al. The study found that increasing employee participation will have a
(2016) positive effect on employee’s job satisfaction, employee commitment
and employee productivity.

Saleem et al. (2010) determined the impact of work motivation on job satisfaction in
mobile telecommunication service organizations in Pakistan. A survey-based descriptive
research design was used. The study was carried on employees working in two service
provider organizations of Pakistan. About 60 survey questionnaires were distributed in
October, 2009 by using in person and email modes of communication. Stepwise regression
analysis, correlation and p-value were used to confirming the research hypotheses. As p-
value is less than 0 .05 so it can be said that the variables chosen for the study are not
highly significant. The value of R square is too low that can be used for the relationship
analysis of the variables. The value of beta is showing the positive relationship between the
dependent and independent variables but not a strong relationship. The employees in the
telecom organizations are quite satisfied by their jobs.

Velnampy (2008) examined job attitude and employees performance of public sector
organizations in Jaffna District, Sri Lanka. Job attitudes such as satisfaction and
involvement are criterion for establishing the health of an organization; rendering effective
services largely depends on the human resource. Job satisfaction experienced by
employees will induce the people to give their best to the organization. Both the attitudes
required to enhance the performance of employees. Thus this paper investigates the
relationships between satisfaction, involvement and employee performance. The sample
consists of 220 employees from fourteen public sector organizations in Jaffna District, Sri
Lanka. The results indicate that job satisfaction and involvement are correlated with
performance. As compared to satisfaction job involvement has a greater impact on
employee performance.

Ogunnaike et al.(2014) studied the effect of motivation on job satisfaction of selected sales
representatives. Sales managers are concerned with motivation of individual salespersons
as well as motivation of the entire sales force. A well motivated salesperson is expected to
be satisfied with his or her job. Consequently, he or she is expected to render satisfying
services to the customers. This study was able to examine intrinsic motivation and extrinsic
motivation separately and their effects on job satisfaction. Copies of questionnaire were
distributed randomly to the sales representatives of the sampled four service firms for the
study. Two hypotheses were developed and were subjected to regression analysis. It was
discovered that both intrinsic and extrinsic motivations are crucial to enriching the job
satisfaction of the sales representatives. In this case the R square is 139 if expressed by a
percentage will be 13.9%. This means that our model explains 13.9% of the variance in job
satisfaction. It was discovered that intrinsic motivation has significant effect job
satisfaction..

Cong and Van (2013) analyzed the effects of motivation and job satisfaction on employees'
performance at Petrovietnam Nghe a Construction of Joints Stock Corporation (PVNC).
The purpose of any motivation programmed is to motivate the organization’s employees to
enable them work effectively. However, motivating employees is not an easy thing as what
motivates employees differs among people. This paper intended to establish a set of factors
that can motivate employees of PVNC and to establish the policy implications of these
factors for managing staff of the PVNC. It was found that Pay and Promotion is the most
important motivational factor followed by Good working conditions. Descriptive and
narrative survey methods were used to describe the rank importance of ten motivational
factors, organized in the form of a structured questionnaire, and distributed among a
sample of 80 respondents randomly selected from 109 employees at the three branch of
PVNC. The study finally stresses the avoidance of disparities in pay/reward among staff of
the same rank as a strategy to motivate and retain high quality staff in the PVNC. The
study thus raises red flags that warn the management to be extra careful in their attempt to
motivate staff of PVNC for effective.

Shahzadi et al. (2014) observed the impact of employee motivation on employee

performance. The main purpose of this study is to inquire that what kind of factors
influence employ motivation in Pakistan and finding up to which extent motivation affects
the employ performance. Data is collected from 160 teachers of government and private
schools by using self-administered questionnaire. The study used regression analysis to
find the effect of employee motivation on employee’s performance involving four
variables employee motivation, employee performance, intrinsic rewards and employee
perceived training effectiveness. The results of this study show that significant and positive
relationship exists between employee motivation and employee performance. It is also
concluded that intrinsic rewards has a significant positive relationship with employee
performance and employee motivation. This study concludes that employee perceived
training effectiveness has a negative relationship with motivation.

Jehanzeb et al. (2012) determinedthe impact of rewards and motivation on job satisfaction
in banking sector of Saudi Arabia. In this study 568 employees were participated from both
sectors. To conduct the study regression analysis was developed to test the relationship
between rewards, motivation and job satisfaction. Results indicate that (1) rewards have
positive significance on motivation, (2) motivation is positively related to the job
satisfaction (3) rewards have a positive significant effect on job satisfaction. The results are
inconsistent with previous studies conducted to analyze the relationship of rewards,
motivation and job satisfaction in different contexts.

Calvin (2017) examined the impact of remuneration on employees' performance. Eighty

three employees of Abdul Gusau polytechnic and state college of education both in
Zamfara state were handed structured questionnaire to solicit data on remuneration and
performance. The dependent variable is employees' performance while the independent
variable is remuneration (salary/wages, bonus/incentives).Pearson correlation and multiple
regression model were used to analyzed the data using SPSS 22.0 and E-views 9.0. The
finding suggested that the is a strong and positive relationship between remuneration and
employees' performance and that salary/wage and bonus/incentives also serve as a form of
motivation to the employees

Bhatti et al. (2016) investigated the impact of employee participation on job satisfaction,
employee commitment and employee productivity. It is widely believed that the employee
participation may affect employee’s job satisfaction; employee productivity, employee
commitment and they all can create comparative advantage for the organization. The main
intention of this study was to find out relationship among employee participation, job
satisfaction, employees’ productivity and employee commitment. For the matter 34
organizations from Oil & Gas, Banking and Telecommunication sectors were contacted, of
which 15 responded back. The findings of this study are that employee participation not
only an important determinant of job satisfaction components. Increasing employee
participation will have a positive effect on employee’s job satisfaction, employee
commitment and employee productivity. Naturally increasing employee participation is a
long-term process, which demands both attention from management side and initiative
from the employee side.

2.1.6 Review of Nepalese studies

Table 2.6: shows the literature review of Nepalese studies on working environment and job
satisfaction.

Table 2.6: Summary of Nepalese literature

Study Major findings

Joshi et al. (2016) The study found that presence of inferior physical environment,
working conditions and practices has contributed to
musculoskeletal injuries and problems exposing working
 children to risks and hazards.
Katuwaland Randhawa The results revealed that the textile workers in Nepal have a high
(2007 dissatisfaction with the facets of the job.
Gautamand Ghimire The study found that psychological empowerment has positive
(2017) and significant impact on the competitive advantages.
Chaulagain and The result indicated that improving working conditions and
Khadka (2012). compensation leads to better job satisfaction and job
performance.
Adhikari et al. (2011) The finding indicated that in the case of quality of work life since
there is rising dissatisfaction among employers and employees in
the present economic and political circumstances, they are
interested in short‐term benefits.
Maharjan (2012) The study concluded that there is a positive association between
work motivation and job satisfaction of teachers.
Bunchapattanasakda et The study found that there was positive significant relationship of
al.(2018) job security, leadership, career growth, training &development
and workplace environment on job satisfaction

Johsi et al. (2016) investigated the work related injuries and musculoskeletal disorders
among child workers in the brick kilns of Nepal. This study involved cross sectional study
of children aged 17 years and below. The study respondent included 101 cases and 64
controls in Bhaktapur and 97 cases and 43 controls in Sarlahi. Lack of adequate physical
infrastructures, poor working conditions with nonexistent safety procedures have posed
risk to physical, metal and overall well being of children. The study identifies work related
physical ailments and discomforts dominate brick industries of Nepal. The musculoskeletal
disorder related pain and discomfort was experienced by 73 per cent of working children in
Bhaktapur and 58 per cent in Sarlahi. This study finds that presence of inferior physical
environment, working conditions and practices has contributed to musculoskeletal injuries
and problems exposing working children to risks and hazards.

Katuwal and Randhawa (2007 attempted to measure and compare the job satisfaction of
workers in the public and private sector textile factories in Nepal. Also, it attempts to
measure the overall job satisfaction of the textile workers in Nepal. Data were collected
from a sample of 372 workers (238 from public sector and 134 from private sector textile
factories respectively). The results of the study reveal that both the public and private
sector textile workers are, by and large, similar in their perceptions towards the facets of
the job. Along with this, the results reveal that the textile workers in Nepal have a high
dissatisfaction with the facets of the job that involve the monetary expenditure of the
organization, the behavioral aspects of management and the employment policy of the
organization.

Gautam and Ghimire (2017) explored the relationship between psychological

empowerment of employees and competitive advantages in service sector of Nepal
showing that psychological empowerment of employees in service sector is significantly
different between public and private organizations. Data collected through structured
questionnaire based on Menon’s three-component model and Wright’s four-component
model used to measure psychological employment and competitive advantages from
employees of banking and hospital sector and found that psychological empowerment has
positive and significant impact on the competitive advantages.

Chaulagain and Khadka (2012) determined the factors influencing job satisfaction among
healthcare professionals at Tilganga Eye Centre. The cross sectional data from self-
administered questionnaires were conducted among 75 participants. The results showed
76% of healthcare professionals were satisfied with their current jobs in overall job
satisfaction at Tilganga Eye Centre. No association was found in between socio-
demographic characteristics and job satisfaction. Variables such as responsibility,
opportunity to develop, staff relations and patient care were significantly influencing
factors for job satisfaction. In health service sector, healthcare professionals are satisfied
not only with financial benefits but also with satisfaction that they draw from taking care
of patients relations.

Adhikari et al.(2011) examined on decent work and work life quality in Nepal. The study
attempted to familiarize readers with the situation of the decent work and quality of work
life in Nepalese organization and the study found that although the country has been
successful in reducing the number of people under the poverty line, there are challenges in
meeting the DW goals. In the case of QWL, since there is rising dissatisfaction among
employers and employees in the present economic and political circumstances, they are
interested in short‐term benefits.
Maharjan (2012) analyzed the association between work motivation and job satisfaction of
teachers. With convenient sampling technique, only 112 responses are usable out of 150
questionnaires distribution to the teachers of university constituent, affiliated and plus two
campuses/ colleges in Kathmandu valley. Using descriptive statistics and correlation
analysis, the study analyses the work motivation and job satisfaction of the teachers. The
study concludes that there is a positive association between work motivation and job
satisfaction of teachers.

Bunchapattanasakda et al. (2018)identified the factors affecting employee job satisfaction

in case of Global IME Bank Limited. For the purpose of analyzing the factors affecting
employee’s job satisfaction, the study has considered 14 branches out of 34 branches. The
total number of observations for the study consists of 185 respondents. The study results
showed that that there was positive significant relationship of job security, leadership,
career growth, training & development and workplace environment on job satisfaction of
employees of Global IME Bank Limited.

2.2 Conceptual framework

Conceptual framework is a system of concepts, assumption, expectations, beliefs, values

and theories that support and informs about the study and is a key part of a research design.
It can act like a map that gives coherence to empirical inquiry as the conceptual framework
are potentially so close to empirical inquiry, take different from depending upon the
research question or problem. The relationship between dependent variable and
independent variables are constructed to form the study framework for the study, is shown
in figure 2.1

Figure 2.1 present the systematic diagrams showing the relationship between variables.
Figure 2.1 Conceptual Framework

(This figure shows the conceptual framework of the study. Job satisfaction is the dependent
variable whereas physical environment, psychological environment, working hours, job
stress and motivation are the independent variables)

Independent Variables

 Physical Environment
 Psychological Dependent Variable
Environment
Job satisfaction
 Working Hours
 Job Stress
 Motivation

2.3 Concluding Remarks

Various studies have been conducted offering many theories about how working
environment affects on employee job satisfaction. Based on different literatures, this study
attempts to analyze the effect of working environment on employee job satisfaction. The
analysis from all above study has tried to observe the impact of these independent variables
(physical environment, psychological environment, working hours, job stress and
motivation) on the dependent variable (job satisfaction).

The workplace environment describes the surrounding condition in which an employee

operates. Favorable work environment determine the employees’ comfort level to work
and boost their performance and ultimately it leads to job satisfaction. Prabhakar (2016)
found that work environment consist of ventilation, lighting, equipment, tools, facilities,
space and so on. According to him, working environment consists of safety to employees,
job security, good relations with co-workers, recognition for good performance, motivation
for performing well and participation in the decision making process of the firm. He
further elaborated that once employees realize that the firm considers them important, they
will have high level of commitment and a sense of ownership for their organization.
According to Spector (1997), work environment includes job security, safety of
employees, interpersonal relations, recognition, and opportunity to involve in decision
making. . Positive attitude toward the work environment increase potential in elevating job
satisfaction of employees. Meanwhile, negative attitudes toward the work environment
lead to job dissatisfaction. Employees are likely to have high job satisfaction when they
perceived that they are appreciated by the organization.

The working environment is one of the most crucial factors which influence the level of
satisfaction as well as motivation of its employees. In order to increase efficiency,
effectiveness, productivity and job commitment of employees, the business must satisfy
the needs of its employees by providing good working conditions (Raziq, 2015).
Chandrasekar (2011) identified work environment includes the space and facilities required
when employees are carrying out their job, relationship with superiors, the culture of
equality, communication system adopted, factors that encourage a person to works in the
specific organization, and the approaches for hazards control. Different factors within the
working environment such as wages, working hours, autonomy given to employees,
organizational structure and communication between employees & management may
affect job satisfaction (Lane, Esser, Holte, & Anne, 2010). Hoppok & Spielgler (1938)
defined job satisfaction as the integrated set of psychological, physiological and
environmental conditions that encourage employees to admit that they are satisfied or
happy with their jobs. Noah and Steve 2012) found that a working environment in an
organization increases level of job satisfaction that ultimately leads to achievement of
organization goals.

Cong and Van (2013) found that Pay and Promotion is the most important motivational
factor followed by Good working conditions. Haynes(2008) found that the behavior
components of working environment have positive impact on job satisfaction.
Chandrasekar (2011) examined workplace environment and its impact on organizational
performance in public sector organizations. The study explained that the workplace
environment impacts employee morale, productivity and engagement - both positively and
negatively. The work place environment in a majority of industry is unsafe and unhealthy.
These includes poorly designed workstations, unsuitable furniture, lack of ventilation,
inappropriate lighting, excessive noise, insufficient safety measures in fire emergencies
and lack of personal protective equipment. People working in such environment are prone
to occupational disease and it impacts on employee’s performance. Thus productivity is
decreased due to the workplace environment is poor and ultimately it reduce job
satisfaction.

The above studies showed that working environment is the major indicator for predicting
the level of job satisfaction. The study related to the impact of working environment on
employee job satisfaction has been conducted in developed and developing countries. But
there is no any uniformity is the finding of the previous studies. Moreover, the empirical
results found in the other country cannot be generalized in the context of Nepal. Hence this
study is indented to stimulate more literatures in this direction. This study is just a start and
intends to fill the gap of identifying the impact of working environment on employee job
satisfaction. Moreover, this study helps to making managerial plan and policies to helps in
increasing the chance for the commercial banks to survive in a competitive market.
 Chapter III

Research design and methodology

Methodology is the systematic, theoretical analysis of the methods applied to a field of

study. Research methodology is the important to carry out a research, which describe the
entire methodology approaches employed in the study. It provides a basic framework on
which the study is based. Research methodology is the analysis of specific topic by using
proper method. Research methodology is a way to systematically solve the research
problem. Mostly, in the case of the empirical studies, the consistencies of the findings are
solely based on empirical methodologies it has employed. Research methodology sets
overall plan associated with the study which may include both present and historical
information. It provides a basic framework on which the study is based. Before presenting
the analysis and interpretation of data, it is necessary to describe the research methodology
first. Therefore, this chapter focuses on research design, nature and sources of data,
selection of samples, method of analysis and the methodological limitations of the study
and described in consecutive sections.

3.1 Research plan and design

Research design is a formal plan of action for a research project. It is also called blue print
of the research project. Research designs help researchers to lay out their research
questions, methodologies, implementation procedures, and data collection instruments.
Thus, this study adopted descriptive and causal comparative research designs to deal with
impact of working environment and job satisfaction in Nepalese commercial banks.

This study has employed descriptive research design to deal with the fact-finding and
searching adequate information associated with job satisfaction in Nepalese commercial
banks. Descriptive research design is a scientific method which involves observing and
describing the behavior of a subject without influencing it in any way. It is a process of
accumulating facts. It describes phenomenon as it exists. Such design involves the
systematic collection and presentation of data to give clear picture of a particular situation.

A causal-comparative research design is a research design that seeks to find relationships

between independent and dependent variables. It aims to establish the direction, magnitude
and form of observed relationships. Causal-comparative research design helps to determine
whether the independent variable affected the outcome, or dependent variable, by
comparing two or more groups of individuals. It is also known as “ex post facto” research.
The causal comparative research design attempts to determine the effect of physical
environment, psychological environment, working hours, job stress and motivation on job
satisfaction in Nepalese commercial banks.
3.2Population and sample

The study is based on primary sources of data and designed to measure the impact of
different factors on job satisfaction in Nepalese commercial banks. Thus, the population
has been defined in this study as employees who employed in the Nepalese commercial
banks.The study is conducted in Kathmandu valley. Thus the respondents are from
Kathmandu, Bhaktapur and Lalitpur district. According to Bank supervision report,(2017)
commercial banks have provided employment to 27,908 numbers of individuals as of mid
July 2017, which is 17.8 % increment when compared to total employment of 23,692 of
last year. On the basis of ratio of employees employed in the organization the study takes
top 16 commercial banks out of 28 commercial banks and found that there are 18921
employees are there. Since the study has a finite population, this study used the procedure
of sample size calculation developed by Yamane (1967). According to Yamane (1967):

Sample size =

N
1+ N ( e2 )

Where,

n = sample size

N = total population

e = Margin of error (7%)

Therefore, the sample size (n)

18921
1+ 18921 ( 0.07 2 )

= 204
Therefore, the sample size for this study is 204 respondents from Kathmandu Valley.
Similarly, there is no systematic record of sampling frame in Kathmandu Valley.
Therefore, this study used convenient sampling to track the respondents.

Table 3.1 shows the list of commercial banks in Nepal that was taken as the sample of the
study.

Table 3.1: Number of commercial banks selected for the study along with number of
observations

S.N. Name of commercial banks Number of observations

1 Agriculture Development Bank (ADBL) 29
2 Rastriya Banijya Bank Limited (RBB) 28
3 Nepal Bank limited (NBL) 28
4 Global IME Bank Limited(GIBL) 13
5 Nepal Investment Bank Limited(NIBL) 13
6 Prabhu Bank Limited(PBL) 12
7 Himalayan Bank Limited(HBL) 9
8 Nabil Bank Limited(NABIL) 9
9 Bank of Kathmandu (BOK) 8
10 Nepal SBI Bank Limited(SBI) 8
11 NMB Bank Limited 8
12 Everest Bank Limited(EBL) 8
13 NIC Asia Limited(NICL) 8
14 Citizens Bank International Limited (CBIL) 8
15 Laxmi Bank Limited (LBL) 7
16 MachhapuchchhreBank Limited(MBL) 7
Total observations 204
Thus, the study is based on the 204 observations.

3.3 Instrumentation and tools

3.3.1 Instrument

The study is based in primary sources of data. The primary sources of data are used for the
quantitative research. The primary data are used to extract the information from the
employees regarding the perception of employees on the relationship between working
environment and employee job satisfaction in Nepalese commercial banks.
The first part of questionnaire deals with the demographical information such as age,
gender, education, corporate position, working branch, experience, income etc. This part of
questionnaire was used for the descriptive analysis of the respondents. Similarly, second
part of questionnaire was designed to analyze the relationship between working
environment and job satisfaction. There were five statements characterize each factor that
effects job satisfaction. Each statement was measured in Likert scale. 5-pointLikert scale
was used for the survey of which 1= strongly disagree statement, 2=disagree statement, 3=
neutral statement, 4= agree statement, 5= strongly agree statement. The level of
agreements or disagreement of each statement was used to measure the perception of the
respondents about the statements.

3.3.2 Tools

For the data analysis, SPSS tool is used to tabulate and analyze the valid responses. In the
beginning, comprehensive data file is created. Then, variable and their labels are defined as
well as its values are inserted. Data are entered using user-friendly menu of SPSS 16.0
operated commands. Different statistical tools such as frequencies, percentage, and mean,
median, standard deviation and correlation and regression are used in this study to measure
effect of different factors on job satisfaction in Nepalese commercial banks. Microsoft
excel sheet is also used for the calculation of the average scores and used for the data
collection procedure and tables as required.

3.4 Data collection procedure

This section enlighten on how data were collected for this study purpose. This study has
been designed to determine the impact of working environment and job satisfaction in
Nepalese commercial banks. Structured questionnaire has been used to collect the required
information from the respondents of Nepalese commercial banks in Kathmandu valley.
The questionnaire has been personally developed and collected from respondent of
Nepalese commercial banks in Kathmandu valley.

There are altogether 204 respondents. The questionnaire was divided into different sections
where the first section includes the respondent’s personal details and rest of other section
includes multiple choice questions and statement questions regarding the subject matters.

This study has been designed to understanding the opinions of respondents regarding the
effect of working environment on job satisfaction.The structured questionnaire was
prepared based on pre-test study on effect of working environment and job
satisfaction.Employees were humbly requested to provide the degree of agreement and
disagreement in the five-point Likert scale questions ranging from (1-Strongly disagree to
5-Strongly agree). A single follow-up was done approximately two-weeks after initial
delivery. The questionnaire used in the study is presented in the appendix.

3.5 The model specification

Following econometrics model equation is employed to test different hypothesis that there
is positive relationship between working environment and job satisfaction of employees in
Nepalese commercial banks. The dependent variables are job satisfaction and independent
variables are physical environment, psychological environment, working hours, job stress
and motivation.

Model

Model: Job satisfaction is dependent variable and physical environment, psychological

environment, working hours, job stress and motivation are independent variable.
JS= α + β1PE+ β2 PSE+ β3WH+ β4 S+ β5 M + e

Where,

α = Slope

β1, β2, β3, β4, β5, β6 = Coefficient of variables

JS= Job satisfaction

PE= Physical environment

PSE= Psychological environment

WH= Working hours

S=Job stress

M= Motivation

3.6 Reliability

Reliability is the degree to which an instrument produces stable and consistent results. In
another word, reliability is the degree to which the observed variable measures the true
value and is error free. The reliability is measured and conformed by testing both
consistency and truthfulness of the respondents' response in primary data. Validity is the
degree to which a measure accurately represents what it is supposed to measure. For the
purpose of reliability test, Cronbach’s alpha is used to show the result of reliability.
According to McDonald, and Hendrickson (1993) the alpha of a scale should be greater
than 0.70 for items to be used together as a scale. Therefore, minimum 0.70 coefficient
alpha values are accepted to finalize the item validity.

The value of Cronbach's alpha of collected primary information is presented in Table 3.3.

Table 3.2: Coefficient of Cronbach’s alpha

 Variables Cronbach Alpha No of items
PE 0.712 6
PSE 0.722 5
WH 0.719 4
SS 0.705 5
MO 0.703 5
JS 0.733 5

Source: Responses on Survey Likert Questionnaire

The table shows that calculated Cronbach’s alpha for independent variables physical
environment, psychological environment, working hours, job stress, and motivation and
dependent variable is job satisfaction are 0.712, 0.722, 0.719, 0.705, 0.703, and 0.733
respectively. Since, all the calculated values are above 0.7, it indicates that the data taken
for the study are reliable.

3.7 Analysis plan

This section gives a presentation on how the empirical data was used for research purpose
to study relationship between working environment and job satisfaction of employees in
Nepalese commercial banks. First, all the data were collected through questionnaire and
then it was managed. After gathering all the completed questionnaire form the respondent,
it was analyzed and presented in proper tables. The data are collected and processed using
Statistical Package of social Science (SPSS) computer software and Microsoft software.
After the analysis and interpretation of responses, the result was presented. Thus, its
reliability and validity test is conducted as per the research study i.e. Cronbach alpha.

The various tools such as frequencies, descriptive statistics for mean value were used to
derive the result. The study also used descriptive statistics, correlation analysis, compare
mean t test along with statistical test of significance such as regression analysis, t-test, f-
test, and adjusted R2.

3.10 Limitations
In the context of Nepal data collection is the major problem in conducting this kind of
study. The major limitations of the study are as follow:

1. The study was limited only in Kathmandu valley. Thus, the study was limited to
specific organization to evaluate the job satisfaction and working environment of
Nepalese commercial banks.

2. This study was primarily based on primary data. Therefore, the reliability of
conclusion of the study totally depends upon the accuracy of the information
provided by the respondent.

3. The study excluded the non-linearity assumptions as the study was based on the
assumption of linear relationship between dependent and independent variables.

4. Due to the lack up systematic record of sampling frame, this study used convenient
sampling technique.

5. This study does not consider all the factors that affect on job satisfaction. There can
be other factors such as promotion, salary, bonus and incentives that can influences
on job satisfaction.
 CHAPTER IV

RESULTS AND DISCUSSION

This chapter provides systematic presentation and analysis of primary data. Different
statistical and regression models described in previous chapter have been used for the
study purpose. This chapter is divided into three sections. The first section deals with the
presentation and analysis of the primary data and presents the results of questionnaire
survey. The second section covers the analysis of regression model including correlation
analysis. The third section of this chapter deals with concluding remarks on the basis of
findings from primary data analysis.

4.1 Presentation and analysis of data

This study is primarily based on primary data, which mainly deals with qualitative aspect
in term of working environment and job satisfaction of employees in Nepalese commercial
banks. This section also presents the results of questionnaire survey conducted among
different group of employees within Kathmandu Valley. Questionnaire survey was
designed to understand the view of respondents in relation to impact of working
environment on the job satisfaction and employee’s performance in Nepalese commercial
banks. A set of questionnaires including, multiple choices and Likert scale type of
questions were provided. Altogether 204 respondents are surveyed and analyzed in
accordance with the objective of the study. The respondents profile along with their
personal characteristics and result of the survey are presented in the following sections.
The percentage, frequency, mean value, weighted average mean value has been calculated
to do the proper analysis of the data.

4.1.1 Respondents’ profile

The respondent’s profile reveals the personal characteristic of respondents combined on

the basis of different personal characteristics such as gender, age group, academic
qualification, designation and work experience. Demographic characteristic plays a
significant role in understanding behavior of the consumers. This section therefore
describes the demographic characteristics of the respondents of Nepalese commercial
banks.

This section deals with gender, age, academic qualification, and position of the
respondents which are shown in Table 4.1.

Table 4.1: Demographic characteristics of the respondents

Respondent's profile Frequency Percentage

Branch
Kathmandu 154 80
Lalitpur 30 15
Bhaktapur 20 9
Total 204 100
Gender
Male 115 56
Female 89 44
Total 204 100
Age (Years)
Below 25 years 25 12.2
25-35 years 85 41.6
35-45 years 81 39.7
45 and above 13 6.5
Total 204 100
Marital Status
Single 59 29
Married 139 68
 Divorced 6 3
Total 204 100
Academic qualification
Higher Education 18 9
Bachelor 66 32
Master degree 109 54
M.Phil/Ph.D. 11 5
Total 204 100
Job position
Assistance level 53 26
Officer level 85 42
Manager level 53 26
Executive level 13 6
Total 204 100
Years in organization
Below 2 years 36 17
2-5 years 64 32
5-10 years 85 42
10 years above 19 9
Total 204 100
Monthly Income
15000-30000 39 19
30000-45000 54 26
45000-60000 81 40
60000 and above 30 15
Total 204 100
Source: Field Survey, 2018
Branch
A branch, banking center or financial center is a retail location where a bank, credit union,
or other financial institution (including a brokerage firm) offers a wide array of face-to-
face and automated services to its customers. Out of 204 respondents, 154 respondents
from Kathmandu city, 30 were Lalitpur and 20 were Bhaktapur.
 Bhaktapur
10%

Lalitpur
15%

Kathmandu
75%

Figure 4.1: Classification of respondents by branch

The above figure shows that the majority of the respondents are from Kathmandu (75
percent) followed by respondents from lalitpur (15 percent) and Bhaktapur (10 percent).

Gender
Gender is an important variable in expressing and giving the responses about the problem.
Hence, the variable gender was investigated for this study. Data related to gender of the
respondents is presented in figure 4.2.

Figure 4.2: Classification of respondents by gender

 Female
44%
male
56%

The above figure shows the majority of the respondents are male (56 percent) followed by
female respondents (44 percent).

Age

Age of the respondent is one of the most important characteristics in understanding the
views about the particular problems. The age group of the respondents is categorized into
four groups i.e. below 25 years, 25-35 years, 35-45 years and 45 and above. The
classification of the respondents by age category is presented in Figure 4.3.

Figure 4.3: Respondent classified by age

45 41.6 39.7
40
35
30
25
20
15 12.2
10 6.5
5
0
Below 25 years 25-35 years 35-45 years 45 and above

The figure shows that the majority of the respondents (41.6 percent) belong to age group
25-35 years followed by age group 35-45 (39.7 percent), age group below 25 years (12.2
percent) and 45 and above years (6.5 percent).
Marital Status

Civil status, or marital status, is any of several distinct options that describe a person's
relationship with a significant other. Married, single, divorced, and widowed are examples
of civil status. The marital status of the respondents is categorized into three groups i.e.
single, married and divorced.

Figure 4.4: Respondent classified by marital status

Divorced
3%

Single
29%

Married
68%

Figure 4.4 shows that the Figure 4.4 shows that majority of the respondents are married (68
percent) followed by single (29 percent) and divorced (3 percent) of the respondents.
Academic qualification

Education is one of the most important characteristics that might affect the person’s
attitudes and the way of looking and understanding. The academic qualification of the
respondents is categorized into four groups i.e. higher education, Bachelor degree, master
degree and M phill /PhD. The classification of the respondents by academic qualification
in terms of number and percent is shown in Figure 4.5.

Figure 4.5: Respondents classified by academic qualification

60

50

40
Percentage

30

20

10

0
Higher Education Bachelor Master degree M.Phil/Ph.D.

The figure shows that majority of the respondents are master degree holders (54 percent)
followed by bachelor degree holders (32 percent), higher education level (9 percent) and
M.Phil./Ph.D. degree holders (5 percent).
Work experience of respondents

Work experience is any experience that a person gains while working in a specific field or
occupation. The work experience of the respondents is categorized into four levels i.e.
under 2 years, 2-5 years, 5-10 years and10 years and above. The classification of
respondents according to their work experience is shown in the figure 4.5.

Figure 4.6: Work experience of respondents

45 42
40

35 32
30

25

20 17
15

10 9

0
Below 2 years 2-5 years 5-10 years 10 years above

Figure 4.6 shows that majority of the respondents have work experience of 5-10 years (42
percent) followed by have experience of 2-5 years (32 percent) , have experience below 2
years (17 percent) and possess experience of more than 10 years (9 percent)..

Job position of the respondents

Job position is one of the most important characteristics in understanding the views about
the particular problems. The designation or position of the respondents is categorized into
four levels i.e., assistant level, officer level, manager level and senior manager level is
shown in figure 4.4.
Figure 4.7: Job position of the respondents

90 85
80
70
60
53 53
50
42
40
30 26 26
20
13
10 6
0
Assistance level Officer level Manager level Executive level

Frequency Percentage

Figure 4.7 shows that majority of the respondents (42 percent) are officer(42 percent)
followed by (26 percent)manager level (26 percent), (26 percent) assistant level(26
percent), and Executive level (6 percent).

Monthly income

On the basis of monthly income level employees are categories as their levels i.e.
Rs.15000-30000, Rs 30000-450000, Rs. 45000-60000, and above 60000. The classification
of the respondents by monthly income in term of number and percent is shown in figure
4.8.
Figure 4.8: Respondents classified by monthly income

90
81
80
70
60 54
50
39 40
40
30
30 26
19
20 15
10
0
15000-30000 30000-45000 45000-60000 60000 and above

Frequency Percentage

The figure shows that majority of the respondents monthly income between Rs.45000-
60000(40 percent) followed by that have monthly income between Rs.30000-45000 (26
Percent), have monthly income between Rs.15000-30000 (19 percent) rupees and have
monthly income above 60000 rupees(15 percent)

4.1.2 Responses on physical working environment of the organization

The responses asked to state the physical working environment of their organization and
results are presented in table 4.2

Table 4.2: physical working environment of the organization

Frequency Percentage
Peaceful and calm 67 32.84
Noisy 18 8.88
Favorable 111 54.42
Unfavorable 8 3.92
Total 204 100

Out of total respondents, majority of respondents (54 percent)that the working

environment is favorable to work followed by the respondents feeling the working
environment as peaceful and calm (33 percent), Noisy (9 percent) and unfavorable (4
percent).

4.1.3 Responses on tools and technique that are used to motivate employees towards
achieving organizational objectives

The responses were asked to state what tools and technique that are used to motivate
employees towards achieving organizational objectives and results are presented in table
4.3

Table 4.3: Tools and technique used to motivate employees towards achieving
organizational objectives.

Frequency Percentage
Increment in salary 40 19.60
Promotion 61 30
Reward and incentives 71 34.80
Empower them 32 15.69
Total 204 100

Out of total respondents, majority of respondents (35 percent) felt that the reward and
incentives tool is used to motivate employees towards achieving organizational objectives
followed by the respondents feeling the promotion (30 percent) is used to motivate
employees, increment in salary (20 percent) and empower them (16 percent).

4.1.4 Responses on organization’s pay

The responses asked to state what you feel towards the organization’s pay system and
results are presented in table 4.4

Table 4.4: The organization’s pay system

Frequency Percentage
Competitive 59 28.92
Less than other similar job 23 11.28
Adequate 73 35.79
Need to be increment 49 24.01
Total 204 100

Out of total respondents, majority of respondents (36 percent) felt that the organization pay
system is adequate followed by the respondents feeling the organization pay system is
competitive (29 percent), need to be increment (24 percent) and less than other similar job
(12 percent).

4.1.5 Employees’ perception on the physical environment, psychological environment,

working hours, job stress, motivation and job satisfaction.

This section provides the information on the impact of working environment on job
satisfaction in Nepalese commercial banks. The respondents were asked to present their
views on the physical environment, psychological environment, working hours, job stress,
and motivation.
Table 4.5 presents the perception of the respondents regarding on physical environment in
Nepalese commercial banks.
Table 4.5: Respondent’s perception on physical environment

This table shows the number of responses, percent and mean on the five-point Likert scale
1 as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed
and it is calculated on basis of respondents’ opinion regarding physical environment.

Mea
Statement   1 2 3 4 5 N n
The furniture I use is
comfortable, flexible to adjust, F 7 7 32 140 18 204  
easy to rearrange or reorganize 68.6 100.
% 3.43 3.43 15.69 3 8.82 0 3.76
A(%) 6.86 15.69 77.45    
The office is devoid of
unnecessary noise F 1 34 67 89 13 204  
16.6 43.6 100.
% 0.49 7 32.84 3 6.37 0 3.39
A(%) 17.16 32.84 50.00    
The working space area is
sufficient and large enough F 1 12 51 116 24 204  
56.8 11.7 100.
% 0.49 5.88 25.00 6 6 0 3.74
A(%) 6.37 25.00 68.63    
The room or office I operate
from is well illuminated F 8 25 57 97 17 204  
12.2 47.5 100.
% 3.92 5 27.94 5 8.33 0 3.44
A(%) 16.18 27.94 55.88    
The temperatures in the room
or office I operate from is F 3 23 63 98 17 204  
appropriate 11.2 48.0 100.
% 1.47 7 30.88 4 8.33 0 3.50
A(%) 12.75 30.88 56.37    
My work location is
convenient for me F 15 30 45 90 24 204  
14.7 44.1 11.7 100.
% 7.35 1 22.06 2 6 0 3.38
A(%) 22.06 22.06 55.88    
 
Weighted Mean 3.54
Source: Field survey, 2018

The table shows that majority of the respondents (77.45 percent) agreed that the furniture
is comfortable to use, flexible to adjust and easy to rearrange or recognize. However, some
respondents (6.86 percent) disagreed that the furniture is comfortable to use, flexible to
adjust and easy to rearrange or recognize, whereas the rest (15.69 percent) are indifferent
on the statement. The average mean value of the statement is 3.76.It indicates that furniture
is comfortable to use.

The table indicates that majority of the respondents (50 percent) agreed on the statement of
the office is devoid of unnecessary noise whereas some respondents (17.16 percent)
disagreed that the office is devoid of unnecessary noise. The rest of the respondents (32.84
percent) were indifferent on the statement. The average mean value of the statement is
3.39.It indicates that the office is not noisy.

Likewise, majority of the respondents (68.63 percent) agreed that the working space area is
sufficient and large enough. However, some respondents (6.37 percent) disagreed that the
working space area is sufficient and large enough, whereas rests (25 percent) are
indifferent on the statement. The average mean value of the statement is 3.74. It indicates
that the working space area is sufficient.

The table shows that majority of the respondents (55.88 percent) agreed that the offices
they work are well illuminated whereas some respondents (16.18 percent) disagreed that
the office they work are well illuminated and rest of the respondents (27.94 percent) are
indifferent on the statement. The average mean value of the statement is 3.44.It indicates
that the office layout is well decorated.

Likewise, majority of the respondents (56.37 percent) agreed that the temperatures in the
office they work are appropriate whereas some respondents (12.75 percent) disagreed that
the temperature in the office they work are appropriate. The rest of the respondents (30.88
percent) are indifferent on the statement. The average mean value of the statement is 3.50.
It indicates that the temperatures in the office are appropriate.

Similarly, majority of the respondents (55.88 percent) agreed that their work location is
convenient for them. However, some respondents (22.06 percent) disagreed that their work
location is convenient for them. The rest of the respondents (22.06 percent) were
indifferent towards the statement. The average mean value of the statement is 3.38. it
indicates that the work location is convenient foe employees.
The mean of the physical environment ranges from a minimum value of 3.38 to the
maximum value of 3.76. Among them, the most significant observation of the respondents
regarding the physical environment is “the furniture i use is comfortable, flexible to adjust
and easy to rearrange or reorganize” with the mean value of 3.76, whereas the most
insignificant observation is “my work location is convenient for me” with the mean value
of 3.38

The weighted average mean for physical environment is 3.54 which indicate that the
employees of Nepalese commercial banks are satisfied with the physical environment..

Table 4.6 presents the opinions of respondent’s regarding psychological environment in

Nepalese commercial banks.

Table 4.6: Respondent’s perception on psychological environment

This table shows the number of responses, percent and mean on the five-point Likert scale
1 as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed
and it is calculated on basis of respondents’ opinion regarding psychological environment.

Mea
Statement   1 2 3 4 5 N n
I frequently meet with my F 10 24 56 103 11 204  
supervisor about my personal 11.7 27.4 50.4 100.
development % 4.90 6 5 9 5.39 0 3.40
  16.6 27.4 55.88
  A(%) 7   5      
F 2 13 66 109 14 204  
My supervisor respects the 32.3 53.4 100.
co-worker’s opinions % 0.98 6.37 5 3 6.86 0 3.59
  32.3
  A(%) 7.35 5 60.29    
F 3 13 60 109 19 204  
My roles & responsibilities 29.4 53.4 100.
are clearly stated % 1.47 6.37 1 3 9.31 0 3.63
  29.4
  A(%) 7.84 1 62.75    
My job requires the F 2 11 62 103 26 204  
performance of a wide range 30.3 50.4 12.7 100.
of tasks % 0.98 5.39 9 9 5 0 3.69
  30.3
  A(%) 6.37 9 63.24    
 I can rely on my supervisor F 3 11 58 114 18 204  
to help me out with a work 28.4 55.8 100.
problem % 1.47 5.39 3 8 8.82 0 3.65
  28.4
  A(%) 6.86 3 64.71    
  Weighted Mean 3.6
Source: Field survey, 2018

The table shows the perception of employees on the level of psychological environment in
Nepalese commercial banks. The majority of the respondents (55.88 percent) believed that
Nepalese commercial banks clearly state employees are frequently meet with their
supervisor about their personal development whereas some respondents (16.67 percent)
disagreed that employees are frequently meet with their supervisor about their personal
development and the rest of the respondents were indifferent on the statement.The average
mean value of the statement is 3.40. It indicates that employees are easily meet their
supervisor.

The table indicates that majority of the respondents (60.29 percent) opined that their
supervisors respects their coworkers whereas some respondents (7.35 percent) disagreed
that their supervisors respects their coworkers and rest of the respondents (32.35 percent)
are indifferent on the statement. The average mean value of the statement is 3.59. It
indicates that the bank supervisor respects their coworkers.

Likewise, majority of the respondents (62.75 percent) believed that banks clearly states
the employees’ role and responsibilities whereas some of the respondents (7.84 percent)
disagreed that banks clearly states the employees’ role and responsibilities and the rest of
the respondents (29.41) were indifferent on the statement. The average mean value of the
statement is 3.63. It indicates that roles and responsibilities are clearly stated.

Regarding on the responses on the statement “my job requires the performance of a wide
range of tasks”, majority of the respondents (63.24 percent) agreed that their job requires
the performance of a wide range of tasks whereas some respondents (6.37 percent)
disagreed that their job requires the performance of a wide range of tasks and rest of the
respondents (30.39 percent) were indifferent on the statement. The average mean value of
the statement is 3.69. It indicates that there job requires the performance of a wide range of
tasks.

Likewise, majority of the respondents (64.71 percent) agreed that they can rely on their
supervisors to help them out with a work problem. However, some respondents (6.86
percent) disagreed that they can rely on their supervisors to help them out with a work
problem and the rest of the respondents (28.43 percent) were indifferent on the statement.
The average mean value of the statement is 3.65. It indicates that supervisor helps to solve
the employees’ problems.

The mean of the responsiveness ranges from a minimum value of 3.40 to the maximum
value of 3.69. Among them, the most significant observations of the respondents regarding
on the psychological environment is “my job requires the performance of a wide range of
tasks” with mean value of 3.69 whereas the most insignificant observation is “I frequently
meet with my supervisor about my personal development ” with mean value of 3.40.

The weighted average mean for psychological environment is 3.60 which indicate that the
Nepalese commercial banks are providing a good psychological environment to its
employees. Table 4.7 presents the opinions of respondent’s regarding working hours in
Nepalese commercial banks

Table 4.7: Respondent’s perception on Working Hours

This table shows the number of responses, percent and mean on the five-point Likert scale
1 as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed
and it is calculated on basis of respondents’ opinion regarding working hours.

Statement   1 2 3 4 5 N Mean
I am satisfied with the F 9 21 36 124 14 204  
working hours and its fits 4.4 60.7
with my private life. % 1 10.29 36 8 6.86 100.0 3.55
 
  A(%) 14.71 27.45 67.65    
My working hours let me F 9 26 65 85 19 204  
to work at my personal % 4.4 12.75 31.86 41.6 9.31 100.0 3.39
issues also. 1 7
 A(%) 17.16 31.86 50.98    
I don’t have to work for F 8 36 56 80 24 204  
long hour, over time and in 3.9 39.2
holidays % 2 17.65 27.45 2 11.76 100.0 3.37
 
  A(%) 21.57 27.45 50.98    
I have enough time to F 9 29 58 87 21 204  
complete my work during 4.4 42.6
office hour % 1 14.22 28.43 5 10.29 100.0 3.40
 
  A(%) 18.63 28.43 52.94    
  Weighted Mean 3.43
Source: Field survey, 2018

The table presents the opinions of respondents regarding working hours. The majority of
the respondents (67.65 percent) agree that they are satisfied with their working hours and
that fits with their private life. However, some respondents (14.71 percent) are disagree
that, they are satisfied with their working hours and that fits with their private life whereas
rests (27.45 percent) are neutral on the statement. The average mean value of the statement
is 3.55. It indicates that employees are satisfied with there working hours period.

The majority of the respondents (50.98 percent) agree that their working hours let them
work at their personal issues also, whereas some respondents (17.16 percent) disagree that
their working hours let them work at their personal issues.And rest of the respondents
(31.86 percent) neutral on the statement. The average mean value of the statement is 3.39.
It indicates that employees are able to solve their personal issues in working hours period.

Likewise, majority of the respondents (50.76 percent) agree that they don’t have to work
for long hour, over time and in holidays. However, some respondents (21.57 percent)
disagree on the statement that they don’t have to work for long hour, over time and in
holiday and rest of the respondents (27.45 percent) are neutral on the statement. The
average mean value of the statement is 3.37. It indicates that employees are not forced to
work long period and in holiday period.

Regarding the responses on the statement “they have enough time to complete their work
during office hour”, majority of respondents (52.94 percent) agree that they have enough
time to complete their work during office hour, whereas some respondents (18.63 percent)
disagree on the statement that they have enough time to complete their work during office
hours. However, rests of the respondents (28.43 percent) are neutral on the statement. The
average mean value of the statement is 3.40. It indicates that employees have enough time
to complete the work during office hours.

The mean of the working hour ranges from a minimum value of 3.40 to the maximum
value of 3.55 Among them, the most significant observations of the respondents regarding
the working hours is “I am satisfied with the working hours and its fits with my private
life” with mean value of 3.55whereas the most insignificant observation is “I have enough
time to complete my work during office hourwith mean value of 3.40.
Weighted average mean value for working hour is 3.43 which indicate that employee’s
perception on working hour is not too bad in Nepalese commercial banks.

Table 4.8 presents the opinions of respondent’s regarding job stress in Nepalese
commercial banks.
Table 4.8: Respondent’s perception on job stress

This table shows the number of responses, percent and mean on the five-point Likert scale
1 as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed
and it is calculated on basis of respondents’ opinion regarding job stress.

Statement   1 2 3 4 5 N Mean
My job has a lot of responsibility, F 9 41 50 92 12 204  
but I don’t have very much
authority % 4.41 20.10 24.51 45.10 5.88 100.0 3.28
A(%) 24.51 24.51 50.98    
I have unachievable deadlines. F 9 57 63 61 14 204  
% 4.41 27.94 30.88 29.90 6.86 100.0 3.07
A(%) 32.35 30.88 36.76    
I am pressured to work long hours F 10 35 66 72 21 204  
% 4.90 17.16 32.35 35.29 10.29 100.0 3.29
A(%) 22.06 32.35 45.59    
I feel unsecure in my job F 19 36 65 71 13 204  
% 9.31 17.65 31.86 34.80 6.37 100.0 3.11
 A(%) 26.96 31.86 41.18    
I feel much better on the job if the F 5 14 43 111 31 204  
work condition were changed
% 2.45 6.86 21.08 54.41 15.20 100.0 3.73
A(%) 9.31 21.08 69.61  
  Weighted Mean 3.3
Source: field survey, 2018

The table shows the opinions of respondents regarding job stress. The majority of
respondents (50.98 percent) believed that they are lots of responsibilities, but they don’t
have very much authority whereas some respondents (24.51 percent) disagree that they are
lots of responsibilities, but they don’t have very much authority and the rest of respondents
(24.51 percent) are indifferent about the statement. The average mean value of the
statement is 3.28. It indicates that employees are provided responsibilities as well as
authority.

Regarding the responses on the statement “I have unachievable deadlines”, majority of

respondents (36.76 percent) agree that they have unachievable deadlines, whereas some
respondents (32.35 percent) disagree on the statement that they have unachievable
deadlines and rest of the (30.88 percent) are neutral on the statement. The average mean
value of the statement is 3.07. It indicates that employees have been unachievable
deadlines.

The majority of the respondents (45.59 percent) agree that they have pressured to work
long hours whereas some respondents (22.06 percent) disagree that they have pressured to
work long hours and rest (26.8 percent) are neutral on the statement. The average mean
value of the statement is 3.29. It indicates that employees have pressured to work long
hours.

Similarly, majority of the respondents (41.18 percent) agree that they feel unsecure in the
job whereas some respondents (31.86 percent) are neutral on the statement. The rest of the
respondents (26.96 percent) show disagree that they feel unsecure on the job. The average
mean value of the statement is 3.11. It indicates that employees feel unsecure in the job in
Nepalese commercial banks.
Likewise, majority of the respondents (69.61pecent) agreed that they feel better on the job
if the work condition were changed. Whereas some respondents (9.31 percent) disagreed
that they feel better on the job if the work condition were changed and rest of the
respondents (21.08 percent) were indifferent on the statement.The average mean value of
the statement is 3.73. It indicates that employees felt better on the job if the work condition
were changed.

The mean of the level of job stress ranges from a minimum value of 3.07 to the maximum
value of 3.73. Among them, the most significant observation is “I feel much better on the
job if the work condition were changed” with mean value of 3.73, whereas the most
insignificant observation is employees have to fulfill unachievable deadlines with mean
value of 3.07.

Weighted average mean value for the level of job stress is 3.30 which indicate that job
stress level is high in Nepalese commercial banks.

Table 4.9 presents the opinions of respondent’s regarding on motivation in Nepalese

commercial banks
Table 4.9: Respondent’s perception on Motivation

This table shows the number of responses, percent and mean on the five-point Likert scale
1 as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed
and it is calculated on basis of respondents’ opinion regarding Motivation

Mea
Statement   1 2 3 4 5 N n
My achievement on the current job
is satisfactory F 4 9 50 126 15 204  
1.9 24.5 61.7 100.
% 6 4.41 1 6 7.35 0 3.68
A(% 24.5
) 6.37 1 69.12    
I am given due recognition at work
F 4 15 70 105 10 204  
1.9 34.3 51.4 100.
% 6 7.35 1 7 4.90 0 3.50
A(% 34.3
) 9.31 1 56.37    
I am given due responsibilities at
work to execute F 2 16 86 84 16 204  
0.9 42.1 41.1 100.
% 8 7.84 6 8 7.84 0 3.47
A(% 42.1
) 8.82 6 49.02    
My advancement ( i.e. promotion)
on the current job is satisfactory F 5 24 60 98 17 204  
2.4 11.7 29.4 48.0 100.
% 5 6 1 4 8.33 0 3.48
A(% 29.4
) 14.22 1 56.37    
Personal growth (i.e. skills acquired
through training and development) F 5 24 49 101 25 204  
on the current job is satisfactory 2.4 11.7 24.0 49.5 12.2 100.
% 5 6 2 1 5 0 3.57
A(% 24.0
) 14.22 2 61.76    

  Weighted Mean 3.55

Source, field survey, 2018

The table portrays the perception of respondents regarding on motivation. Regarding the
responses on the statement “my achievement on the current job is satisfactory”. Majority
of respondents (69.12 percent) agree that their achievement on the current job is
satisfactory whereas some respondents (24.51 percent) neutral on the given statement.
and the rest of the respondents (6.37 percent) disagrees that their achievement on the
current job is satisfactory. The average mean value of the statement is 3.68. It indicates
that the achievement on the current job is satisfactory.

Likewise, the majority of respondents (56.37 percent) agree that they have given due
recognition at work. However, some respondents (34.31 percent) are neutral on the
statement that they have given due recognition at work and the rest of the respondents
(9.31 percent) disagree about the statement. The average mean value of the statement is
3.50. It indicates that employees have given due recognition at work.

The majority of respondents (49.02 percent) agree that they have given due responsibilities
at work to execute, whereas some respondents (42.16 percent) are neutral on the statement
that they have given due responsibilities at work to execute. However, the rest of the
respondents (8.82 percent) disagreed on the statement. The average mean value of the
statement is 3.47. It indicates that employees have given due responsibilities at work to
execute.

Similarly, the majority of respondents (56.37 percent) agree that the advancement (i.e.
promotion opportunity) on the current job is satisfactory; whereas some respondents
(29.41 percent) are neutral that the advancement (i.e. promotion opportunity) on the
current job is satisfactory. However, the rest of the respondents (14.22 percent) disagree
on the statement. The average mean value of the statement is 3.48. It indicates that the
advancement on the current job is satisfactory.

Likewise, the majority of the respondents (61.76 percent) agree that the personal growth
on the current job is satisfactory, whereas some respondents (24.02 percent) were
indifferent on the statement and rest of the respondents (14.22 percent) disagree that the
personal growth on the current job is satisfactory. The average mean value of the
statement is 3.57. It indicates that the personal growth on the current job is satisfactory in
the Nepalese commercial banks.

The mean values of motivation ranges from a minimum value of 3.47 to maximum value
of 3.68. Among them, the most significant observation is “my achievement on the current
job is satisfactory” with mean value of 3.68 and the most insignificant observation is “I
am given due responsibilities at work to execute” with mean value of 3.47.

Weighted average mean value for motivation is 3.55 which indicate that Nepalese
commercial banks have good motivating practices for employees.

Table 4.10 presents the opinions of respondent’s regarding on job satisfaction in Nepalese
commercial banks

Table 4.10: Respondent’s perception on job satisfaction

This table shows the number of responses, percent and mean on the five-point Likert scale
1 as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed
and it is calculated on basis of respondents’ opinion regarding job satisfaction

Mea
Statement   1 2 3 4 5 N n
If a good friend of mine told me
that he/she was interested in F 8 11 32 140 13 204  
working in a job like mine I would
strongly recommend it. 5.3 15.6 68.6 100.
% 3.92 9 9 3 6.37 0 3.68
15.6
A(%) 9.31 9 75.00    
All in all, I am very interested
with my current job. F 3 16 51 111 23 204  
7.8 25.0 54.4 100.
% 1.47 4 0 1 11.27 0 3.66
25.0
A(%) 9.31 0 65.69    
In general, my job measure up to
the sort of job I wanted when I F 3 11 71 95 24 204  
took it
5.3 34.8 46.5 100.
% 1.47 9 0 7 11.76 0 3.62
34.8
A(%) 6.86 0 58.33    
 Knowing what I know now if I
had to decide all over again F 9 14 86 85 10 204  
whether to take my job I would
6.8 42.1 41.6 100.
% 4.41 6 6 7 4.90 0 3.36
42.1
A(%) 11.27 6 46.57    

  Weighted Mean 3.58

Source, Field survey, 2018

The table shows the perception of employees on level of job satisfaction in Nepalese
commercial banks. The majority of the respondents (75 percent) agreed “if a good friend of
mine told me that he/she was interesting in working in a job like mine I would strongly
recommend it”, However, some respondents (9.31 percent) disagreed that if a good friend
of mine told me that he/she was interesting in working in a job like mine employee would
strongly recommend it, whereas rest (15.69 percent) are indifferent on the statement. The
average mean value of the statement is 3.68. It indicates that employees were interesting in
working in a job like mine.

The table indicates that majority of the respondents (65.69 percentage) agreed that all in
all, employees are very interested with their current job, whereas some respondents (9.31
percent) disagreed that all in all, employees are very interested with their current job. The
rest of the respondents (25 percent) were indifferent on the statement. The average mean
value of the statement is 3.66. It indicates that employees are interesting with the current
job.

Likewise, majority of the respondents (58.33 percent) agreed that in general, their job
measure up to the sort of job if wanted when he/she took it. However, some respondents
(6.86 percent) disagreed that in general, their job measure up to the sort of job if wanted
when he/she took it whereas rests (34.80 percent) are indifferent on the statement. The
average mean value of the statement is 3.62. It indicates that their job measure up to the
sort of job if wanted when he/she took it.
Similarly, majority of the respondents (46.57 percent) agreed that knowing what he/she
know now if he/she had to decide all over again whether to take their job he/she would.
However, some respondents (11.27 percent) disagreed that knowing what he/she know
now if he/she had to decide all over again whether to take their job he/she would. The rest
of the respondents (42.16 percent) were indifferent towards the statement. The average
mean value of the statement is 3.36. It indicates that knowing what he/she know now if
he/she had to decide all over again whether to take their job he/she would.

The mean of the physical environment ranges from a minimum value of 3.36 to the
maximum value of 3.68. Among them, the most significant observation of the respondents
regarding the job satisfaction is “If a good friend of mine told me that he/she was
interesting in working in a job like mine I would strongly recommend it” with the mean
value of 3.68, whereas the most insignificant observation is “knowing what I know now if
I had to decide all over again whether to take my job I would” with the mean value of 3.36.

The weighted average mean for job satisfaction is 3.58 which indicate that the employees
of Nepalese commercial banks are satisfied with the job satisfaction. It also indicates that
significant variation does not exist among commercial banks in terms of employees’
perception on job satisfaction.

4.2 Correlation analysis

Pearson’s correlation is used to analyze the relationship between physical environment,

psychological environment, working environment, job stress, motivation and job
satisfaction in Nepalese commercial banks. Pearson’s coefficient is often used as a test
statistic in a statistical hypothesis test to establish whether one variable may be regarded as
statistically dependent. Correlation measures the strength and the direction of a linear
relationship between dependent and independent variables. Table 4.11 shows the
correlation coefficients among the variables.

Table 4.11: Pearson correlation matrix for the dependent and independent variables
for selected Nepalese commercial banks

This table shows the Pearson correlation coefficients between dependent variables and
independent variables of Nepalese commercial banks. JS (job satisfaction) is the
dependent variable and PE (physical environment), PSE (psychological environment),WH(
working hours), SS(job stress) and MO (motivation) are the independent variables.

Correlations
Std.
  Mean Deviation PE PSE WH SS MO JS
PE 3.5351 .49463 1          
PSE 3.5902 .47177 .541** 1        
WH 3.4289 .66666 .310** .379** 1      
SS 3.2961 .65464 .152* .054 .218** 1    
MO 3.5412 .48471 .331** .465** .316** .098 1  
JS 3.5797 .58625 .405** .495** .412** .140* .439** 1
Note: the asterisk sign (**) and (*) indicate that the coefficients are significant at 1
percent and 5 percent level of significance respectively.

The study reveals that physical environment is positively correlated to job satisfaction. It
indicates that better the physical environment, higher would be the job satisfaction.
However, psychological environment is positively related to job satisfaction indicating that
better the psychological environment, higher would be the job satisfaction. Likewise,
working hours is positively related to job satisfaction indicating that better the appropriate
working hours, higher would be the job satisfaction. Similarly, job stress has also positive
relationship with job satisfaction. It shows that higher the level of stress, higher would be
the job satisfaction. This result violates the hypothesis of the statement. Likewise, the
result also shows that motivation is positively related to job satisfaction. It indicates that
higher the level of motivation higher would be the employee job satisfaction.

4.3 Independent sample T-test and Kruskal Wallis-H test analysis

In this section, an attempt has been made to analyze the differences among employees on
the perception regarding physical environment, psychological environment, working hours,
job stress and motivation by gender, age, marital status, branch, education and income. For
this purpose, this study has made a use of independent sample t-test and Kruskal Wallis-H
test. The independent sample t-test is used to analyze the differences between two
independent samples, whereas Kruskal Wallis-H test is used to analyze the differences
among more than two independent samples. The null hypothesis for T-test and Kruskal-
Wallis-H test is of no differences between and among the groups, respectively.

Table 4.12 shows the result of independent sample t-test to account the differences among
the respondents by gender regarding physical environment, psychological environment,
working hours, job stress, motivation and job satisfaction.

Table 4.14: Independent sample t-test by gender

This table shows the independent sample t-test statistics.JS (job satisfaction) is the
dependent variable and PE (Physical environment), PSE (Psychological environment),
WE (working hours), SS (job stress) and MO (motivation) are the independent variables.

Mean T-test for equality measures

Particulars Male Female T-value Sig(2-tailed)
PE Equal variance assume 3.5420 3.5262 0.226 0.822
PS
E Equal variance assume 3.5930 3.5865 0.098 0.922
WH Equal variance assume 3.4870 3.3539 1.417 0.158
SS Equal variance assume 3.3513 3.2247 1.373 0.171
 MO Equal variance assume 3.5496 3.5303 1.236 0.218
JS Equal variance assume 3.5652 3.5983 -0.399 0.690
Note: the asterisk signs (**) and (*) indicate that the coefficients are significant at 1
percent and 5 percent levels, respectively.

The results show that t-statistics is not significant for any of the variable. Therefore, it
indicates that the level of physical environment, psychological environment, working
hours, job stress and motivation are not different to employees of different gender groups.
Similarly, the result shows that job satisfaction does not also differ among the respondents
of different gender groups.

Table 4.12 shows the result of Kruskal Wallis H-test to account the different age groups
among the respondents towards physical environment, psychological environment,
working hours, job stress motivation and job satisfaction.

Table 4.12: Kruskal Wallis H-test by age

This table shows the independent sample t-test statistics.JS (job satisfaction) is the
dependent variable and PE (Physical environment), PSE (Psychological environment), WE
(working hours), SS (job stress) and MO (motivation) are the independent variables.

  Chi- squares for equality of mean

Particulars Chi-square Sig(2-tailed)
PE 3.113 0.375
PSE 10.245 0.117
WH 3.229 0.358
SS 2.688 0.442
MO 3.335 0.343
JS 2.069 0.558
Note: the asterisk signs (**) and (*) indicate that the coefficients are significant at 1
percent and 5 percent levels, respectively.

The results show that none of the variable has significant Chi-square value. Therefore, it
indicates that the level of physical environment, psychological environment, working
hours, job stress and motivation are not different to employees of different age groups.
Similarly, the result shows that job satisfaction does not also differ among the respondents
of different age groups.

Table 4.13 shows the result of Kruskal Wallis H-test to account the different branch groups
among the respondents towards physical environment, psychological environment,
working hours, job stress motivation and job satisfaction.

Table 4.13: Kruskal Wallis H-test by branch

This table shows the independent sample t-test statistics.JS (job satisfaction) is the
dependent variable and PE (Physical environment), PSE (Psychological environment), WE
(working hours), SS (job stress) and MO (motivation) are the independent variables.

  Chi- squares for equality of measures

Particulars Chi-square Sig(2-tailed)
PE 0.825 0.662
PSE 0.136 0.934
WH 2.243 0.326
SS 1.621 0.445
MO 3.287 0.193
JS 2.293 0.318
Note: the asterisk signs (**) and (*) indicate that the coefficients are significant at 1
percent and 5 percent levels, respectively.

The results show that none of the variable has significant Chi-square value. Therefore, it
indicates that the level of physical environment, psychological environment, working
hours, job stress and motivation are not different to employees of different working
branches. Similarly, the result shows that job satisfaction does not also differ among the
respondents of different working branches. Table 4.14 shows the result of Kruskal Wallis
H-test to account the different marital status groups among the respondents towards
physical environment, psychological environment, working hours, job stress motivation
and job satisfaction

Table 4.14: Kruskal Wallis H-test by Marital status

This table shows the independent sample t-test statistics.JS (job satisfaction) is the
dependent variable and PE (Physical environment), PSE (Psychological environment), WE
(working hours), SS (job stress) and MO (motivation) are the independent variables.

  Chi- squares for equality of measures

Particulars Chi-square Sig(2-tailed)
PE 0.065 0.968
PSE 0.114 0.945
WH 0.121 0.941
SS 1.832 0.400
MO 2.891 0.236
JS 2.727 0.256
Note: the asterisk signs (**) and (*) indicate that the coefficients are significant at 1
percent and 5 percent levels, respectively.

The results show that none of the variable has significant Chi-square value. Therefore, it
indicates that the level of physical environment, psychological environment, working
hours, job stress and motivation are not different to employees of different marital status
groups. Similarly, the result shows that job satisfaction does not also differ among the
respondents of different marital status groups. Table 4.15 shows the result of Kruskal
Wallis H-test to account the difference level of academic qualification among the
respondents towards physical environment, psychological environment, working hours, job
stress and motivation on job satisfaction.

Table 4.15: Kruskal Wallis H-test by level of academic qualification

This table shows the independent sample t-test statistics.JS (job satisfaction) is the
dependent variable and PE (Physical environment), PSE (Psychological environment), WE
(working hours), SS (job stress) and MO (motivation) are the independent variables.

  Chi- squares for equality of measures

Particulars Chi-square Sig(2-tailed)
PE 0.927 0.819
PSE 1.293 0.731
WH 3.869 0.276
SS 1.145 0.766
MO 3.803 0.283
 JS 1.402 0.705
Note: the asterisk signs (**) and (*) indicate that the coefficients are significant at 1
percent and 5 percent levels, respectively

The results show that none of the variable has significant Chi-square value. Therefore, it
indicates that the level of physical environment, psychological environment, working
hours, job stress and motivation are not different to employees of different level of
academic qualification groups. Similarly, the result shows that job satisfaction does not
also differ among the respondents of different branch groups. Table 4.16 shows the result
of Kruskal Wallis H-test to account the difference level of experience among the
respondents towards physical environment, psychological environment, working hours, job
stress motivation and job satisfaction

Table 4.16: Kruskal Wallis H-test by level of experience

This table shows the independent sample t-test statistics.JS (job satisfaction) is the
dependent variable and PE (Physical environment), PSE (Psychological environment), WE
(working hours), SS (job stress) and MO (motivation) are the independent variables.

  Chi- squares for equality of measures

Particulars Chi-square Sig(2-tailed)
PE 4.677 0.197
PSE 4.048 0.256
WH 6.022 0.111
SS 1.476 0.688
MO 1.785 0..618
JS 0.054 0.997
Note: the asterisk signs (**) and (*) indicate that the coefficients are significant at 1
percent and 5 percent levels, respectively.

The results show that none of the variable has significant Chi-square value. Therefore, it
indicates that the level of physical environment, psychological environment, working
hours, job stress and motivation are not different to employees of different experience
groups. Similarly, the result shows that job satisfaction does not also differ among the
respondents of different experience groups. Table 4.17 shows the result of Kruskal Wallis
H-test to account the difference level of position among the respondents towards physical
environment, psychological environment, working hours, job stress motivation and job
satisfaction.

Table 4.17: Kruskal Wallis H-test by level of position

This table shows the independent sample t-test statistics.JS (job satisfaction) is the
dependent variable and PE (Physical environment), PSE (Psychological environment), WE
(working hours), SS (job stress) and MO (motivation) are the independent variables.

  Chi- squares for equality of measures

Particulars Chi-square Sig(2-tailed)
PE 0.523 0.914
PSE 1.535 0.674
WH 2.361 0.501
SS 1.854 0.603
MO 2.215 0.529
JS 1.381 0.223
Note: the asterisk signs (**) and (*) indicate that the coefficients are significant at 1
percent and 5 percent levels, respectively.

The results show that none of the variable has significant Chi-square value. Therefore, it
indicates that the level of physical environment, psychological environment, working
hours, job stress and motivation are not different to employees of different position groups.
Similarly, the result shows that job satisfaction does not also differ among the respondents
of different position groups. Table 4.18 shows the result of Kruskal Wallis H-test to
account the difference level of income among the respondents towards physical
environment, psychological environment, working hours, job stress motivation and job
satisfaction.

Table 4.18: Kruskal Wallis H-test by income

This table shows the independent sample t-test statistics.JS (job satisfaction) is the
dependent variable and PE (Physical environment), PSE (Psychological environment), WE
(working hours), SS (job stress) and MO (motivation) are the independent variables.

  Chi- squares for equality of measures

Particulars Chi-square Sig(2-tailed)
0.756 0.860
PE
PSE 2.815 0.421
WH 2.554 0.466
SS 5.386 0.146
MO 4.256 0.235
JS 4.381 0.223
Note: the asterisk signs (**) and (*) indicate that the coefficients are significant at 1
percent and 5 percent levels, respectively.

The results show that none of the variable has significant Chi-square value. Therefore, it
indicates that the level of physical environment, psychological environment, working
hours, job stress and motivation are not different to employees of different income groups.
Similarly, the result shows that job satisfaction does not also differ among the respondents
of different income groups.

4.4 Regression Analysis

The regression analysis has been conducted to examine whether there is relationship
between working environment and job satisfaction. The regression of working
environment variables on job satisfaction has been analyzed. To be more specific, it shows
the regression results of physical environment, psychological environment, working hours,
job stress, and motivation.

Table 4.19: Regression results of physical environment, psychological environment,

working hours, job stress and motivation on job satisfaction in Nepalese commercial
banks
The result are based on 204 observations by using linear regression model. The model is
JS= α + β1PE+ β2 PSE+ β3WH+ β4 SS+ β5 MO + e where JS (job satisfaction) is the
dependent variable and PE (physical environment), PSE (psychological environment),WH(
working hours), SS(job stress) and MO (motivation) are the independent variables.

Adj.
S.N F-
Intercept R_bar SEE
. Regression coefficients of JS value
2

    PE PSE WH SS MO      
0.53
1.882 0.48 39.65
1         0.16 7
(6.917)** (6.297)**    
1.37 0.616 0.51 65.67
2         0.242
(4.981)** (8.104)**    
0.53
2.336 0.369 41.39
3         0.166 5
(11.866)** (6.43)**    
0.58
3.167 0.125 4.025
4         0.015 2
(15.107)** (2.006)*    
1.701 0.531 0.52
48.24
5         0.188 8
(6.223)** (6.938)**  
 
1.025 0.23 0.485       0.50
37.55
10 0.265 2
(3.425)** (2.713)** (5.458)**        
 
0.767 0.187 0.395 0.214     0.48
31.61
11 0.311 6
(2.58)* (2.264)* (4.426)** (3.825)**      
 
0.661 0.179 0.401 0.205 0.043   0.48
23.83
12 0.31 7
(2.035)* (2.148)* (4.475)** (3.586)** (0.805)    
 
13 0.284 0.158 0.306 0.177 0.037 0.257 0.342 0.47 22.07
5 8
 (0.84) (1.93) (3.307)** (3.147)** (0.702) (3.244)**    
Notes:

i. Figures in parentheses are t-values.

ii. The asterisk signs (**) and (*) indicate that the results are significant at 1
percent and 5 percent level respectively.
iii. Dependent variable is job satisfaction.

The table shows that the beta coefficients for physical environment are positive with job
satisfaction. It indicates that better physical environment has positive impact on job
satisfaction. This finding is consistent with the findings of Sarode and Shirsath (2014).

Similarly, the result reveals that the beta coefficients for psychological environment are
positive with job satisfaction. It reveals that psychological environment has a positive
impact on job satisfaction. This finding is similar to the findings of Awan & Tahir.
(2015).Likewise, the result reveals that the beta coefficients for working hours are positive
with job satisfaction. It reveals that working hours has a positive impact on job
satisfaction. This finding is similar to the findings of Sarah & Alwine. (2012).Similarly,
the result reveals that the beta coefficients for job stress are positive with job satisfaction. It
reveals that job stress has a positive impact on job satisfaction. This finding is similar to
the findings of Draper et al. (2004). Likewise, the result reveals that the beta coefficients
for motivation are positive with job satisfaction. It reveals that motivation has a positive
impact on job satisfaction. This finding is similar to the findings of Saleem et al. (2010).

4.4 Concluding remarks

This study has mainly focused on the effect of working environment on job satisfaction of
Nepalese commercial bank. This study has used physical environmental, psychological
environment, working hours, job stress and motivation are independent variables, and the
job satisfaction are dependent variables. The result documented in this study is based on
the 16 selected commercial banks of 204 respondents.

The table regarding perception on physical environment shows that employees’ takes
physical environment as an important factor that influence on job satisfaction. While,
perception on regarding psychological environment found that the employees takes
psychological environment as an important factor that affect on job satisfaction. Similarly,
regarding perception on working hours, job stress and motivation shows that employees
takes working hours, job stress and motivation as an important factor that affect on job
satisfaction in Nepalese commercial banks.

The results of t-statistics show that the t-statistics is not significant for physical
environment, psychological environment, working hours, job stress and motivation. It
indicates that the level of physical environment, psychological environment, working
hours, job stress and motivation are not different to employees of different gender groups.
Similarly, the result shows that job satisfaction does not also differ among the respondents
of different gender groups.The results show that none of the variable has significant Chi-
square value. Therefore, it indicates that the level of physical environment, psychological
environment, working hours, job stress and motivation are not different to employees of
different age groups, working branch, marital status, education, job position and income
groups. Similarly, the result shows that job satisfaction does not also differ among the
respondents of different age groups, working branch, marital status, education, job position
and income incomes.

The correlation matrix reveals that physical environment, psychological environment,

working hours, job stress and motivation are positively correlated to job satisfaction. It
indicates that when we increase in these variables leads to increase in job satisfaction.
Similarly, the regression analysis reveals that there is positive impact on these independent
variables with dependent variable. The result indicates that the beta coefficients are
positive for physical environment with job satisfaction. This indicates that better the
physical environment, higher would be the job satisfaction. This finding is consistent with
the findings of Sarode and Shirsath (2014). Similarly, the beta coefficients for
psychological environment are positive with job satisfaction. This indicates that better the
psychological environment higher would be the job satisfaction. This finding is similar to
the findings of Awan & Tahir. (2015).

The beta coefficients are positive for working hours with job satisfaction. It reveals that
higher the working hours higher would be the job satisfaction. This finding is similar to the
findings of Sarah & Alwine. (2012).Likewise, the beta coefficients are also positive for job
stress. This indicates that higher the level of job stress, higher would be the job
satisfaction. This finding is consistent with the findings of Draper et al. (2004).And, the
beta coefficient are positive for motivation. This indicates that higher the level of
motivation, higher would be the job satisfaction.

After making the entire analysis of the data, the first hypothesis (H1) that deals with
positive relationship of physical environment and job satisfaction is accepted. The study
shows that better the physical environment will have higher job satisfaction. Similarly, the
second hypothesis (H2) that deals with positive relationship of psychological environment
and job satisfaction is accepted. The study shows that when the psychological environment
is better than job satisfaction level will also increases. Similarly, the third hypothesis H3)
that deals with negative relationship of working hours are rejected. It indicates that longer
the working hours higher would be job satisfaction.

Similarly, hypothesis third (H4) is also not accepted because stress is positive with job
satisfaction. This shows that higher the stress higher would be job satisfaction. And the
fifth hypothesis (H5) is accepted as motivation has positive relationship with job
satisfaction. It shows that higher the motivation higher would be the employee’s
performance and job satisfaction.
 CHAPTER V

SUMMARY AND CONCLUSION

This chapter presents the summary of the entire study and highlights the major findings of
the study. Furthermore, the major conclusions are discussed in separate section of this
chapter which is followed by some implications and the recommendations regarding the
effect with working environment and job satisfaction in Nepalese commercial banks.
Finally, the chapter ends with the scope of the future research in the same field.

5.1 Summary

Job satisfaction is a multi-variable and indescribable concept. There are number of factors
that influence job satisfaction of employees such as organizational and personal factors.
The organizational determinants of job satisfaction play a very important role. The
employees spend major part of their time in organization so there are number of
organizational factors that determine job satisfaction of the employees. The job satisfaction
in the organizations can be increased by organizing and managing the organizational
factors. The organization determinants of job satisfaction are wages, physical environment,
psychological environment, working hours, level of stress, motivation, etc. These are very
important factors because these factors motivate employees to perform well in an
organization. Similarly, the personal determinants also help a lot in maintaining the
motivation and personal factors of the employees to work effectively and efficiently. Job
satisfaction can be related to psychological factors and so numbers of personal factors such
as personality, age, education and gender differences determine the job satisfaction of the
employees. On the other hand, employees can be the terrorist of an organization in the
sense that if employees are not well satisfied with the determinants of job satisfaction it
can be harmful to the entire organization forcing employees to be careless towards doing
the job.

Job satisfaction can be defined as a pleasure or positive emotional state that is related to the
work that individual performs the attitude of worker toward job, reward, social
organization and physical characteristics of environment in which one performs in working
activities. Furthermore, job satisfaction is pleasant or positive response to the individual’s
work. Job satisfaction steams from the perception that an employee has about their job and
what receives related with the work that is performed and working condition (Locke,
1969).

The working environment is one of the most crucial factors which influence the level of
satisfaction as well as motivation of its employees. In order to increase efficiency,
effectiveness, productivity and job commitment of employees, the business must satisfy
the needs of its employees by providing good working environment (Raziq, 2015). The
work environment involves the physical geographical location as well as the immediate
surroundings of the workplace such as a construction site or office building. It typically
involves other factors relating to the place of employment such as the quality of the air,
noise level and additional perks and benefits of employment such as free child care or
unlimited coffee, or adequate parking (Awan& Tahir, 2015). Kohun (1992) defined work
environment as the bridge between the employees and the workplace. It is referred to the
setting, situation, condition, or circumstances where employees perform their job.

The major objective of the study is to analyze the effect of working environment on job
satisfaction of Nepalese commercial banks. However, the specific objectives are to identify
the status of working environment in Nepalese commercial banks, to assess the effect of
physical environment factors on job satisfaction, to examine the effect of psychological
environment on job satisfaction, to analyze the impact of working hours on job
satisfaction, to examine the effect of job stress on job satisfaction and to assess the effect
of motivation on job satisfaction of bank employees.

This study is based on primary source of data. The primary source of data has been used to
access the opinion of the respondents with respect to the job satisfaction in Nepalese
commercial banks. In the study, top 16 commercial banks were selected for the study and
204 questionnaires were collected. To achieve the objectives of the study structured
question are prepared.

The questionnaire survey has been conducted to know the opinions of employees regarding
factor affecting the job satisfaction in the Nepalese commercial banks. The questions were
designed to get the views and other relevant information from the respondents. Data were
collected using well formulated questionnaires. The questionnaires were self-adjusted,
validated and pre-tested. The respondents represent employees of 16 commercial banks of
Nepal. Descriptive statistics, correlation coefficient and a step wise regression method has
been applied to estimate the relationship between dependent variables employee’s
performance and job satisfaction and independent variables physical environment,
psychological environment, working hours, job stress, and motivation. The collected data
has been processed with the use of SPSS statistical package. Based on the analysis of data,
the major findings of the study are summarized as follows:

The major findings of this study are as follows:

1. Out of total respondents, the majority of respondents (54 percent) that the working
environment is favorable to work followed by the respondents feeling the working
 environment as peaceful and calm (33 percent), Noisy (9 percent) and unfavorable (4
percent).
2. Out of total respondents, the majority of respondents (35 percent) felt that the reward
and incentives tool is used to motivate employees towards achieving organizational
objectives followed by the respondents feeling the promotion (30 percent) is used to
motivate employees, increment in salary (20 percent) and empower them (16 percent).
3. Out of total respondents, the majority of respondents (36 percent) felt that the
organization pay system is adequate followed by the respondents feeling the
organization pay system is competitive (29 percent), need to be increment (24 percent)
and less than other similar job (12 percent).
4. The results of t-statistics show that the t-statistics is not significant for physical
environment, psychological environment, working hours, job stress and motivation. It
indicates that the level of physical environment, psychological environment, working
hours, job stress and motivation are not different to employees of different gender
groups. Similarly, the result shows that job satisfaction does not also differ among the
respondents of different gender groups.

5. The results show that none of the variable has significant Chi-square value. Therefore,
it indicates that the level of physical environment, psychological environment,
working hours, job stress and motivation are not different to employees of different
age groups, working branch, marital status, education, job position and income
groups. Similarly, the result shows that job satisfaction does not also differ among the
respondents of different age groups, working branch, marital status, education, job
position and income

6. The majority of the respondents (77.45 percent) agreed that the furniture is
comfortable to use, flexible to adjust, easy to rearrange or recognize. The result also
shows that the majority of the respondents (50 percentages) agreed on the statement of
the office are devoid of unnecessary noise. Likewise, the majority of the respondents
(55.88 percent) agreed that the offices they work are well illuminated. Similarly,
majority of the respondents (56.37 percent) agreed that the temperatures in the office
they work are appropriate. Likewise, majority of the respondents (68.63 percent)
 agreed that the working space area is sufficient and large enough. Regarding the
responses on the statement “my work location is convenient for me”, majority of the
respondents (55.88 percent) agreed that their work location is convenient for them.

7. The majority of the respondents (55.88 percent) believed that Nepalese commercial
banks clearly state employees are frequently meet with their supervisor about their
personal development. Similarly, majority of the respondents (60.29 percent) agreed
that their supervisors respect their co-workers opinion. Likewise, majority of the
respondents (62.75 percent) believed that banks clearly states the employees’ role and
responsibilities. Regarding on the responses on the statement “my job requires the
performance of a wide range of tasks”, majority of the respondents (63.24 percent)
agreed that their job requires the performance of a wide range of tasks. Likewise,
majority of the respondents (64.71 percent) agreed that they can rely on their
supervisors to help them out with a work problem.

8. The majority of the respondents (67.65 percent) agree that they are satisfied with their
working hours that fit with their private life. The result also shows that the majority of
the respondents (50.98percent) agree that their working hours let them work at their
personal issues. Likewise, majority of the respondents (50.76 percent) agree that they
don’t have to work for long hour, over time and in holidays. Regarding the responses
on the statement “they have enough time to complete their work during office hour”,
majority of respondents (52.94 percent) agree that they have enough time to complete
their work during office hour.

9. The majority of respondents (45.59 percent) believed that they are pressed to work
long hour. The result also shows that, the majority of the respondents (50.98 percent)
agree that their job has a lot of responsibility, but they don’t have very much authority.
Regarding the responses on the statement “I have unachievable deadlines.” majority of
respondents (36.76 percent) agree that they have unachievable deadlines. Likewise,
majority of the respondents (69.61pecent) agreed that they feel better on the job if the
work condition were changed. Similarly, majority of the respondents (41.18 percent)
agree that they feel unsecure in the job.
10. The majority of respondents (45.59 percent) believed that they are pressed to work
long hour. The result also shows that, the majority of the respondents (50.98 percent)
agree that their job has a lot of responsibility, but they don’t have very much authority.
Regarding the responses on the statement “I have unachievable deadlines” majority of
respondents (36.76 percent) agree that they have unachievable deadlines. Likewise,
majority of the respondents (69.61pecent) agreed that they feel better on the job if the
work condition were changed. Similarly, majority of the respondents (41.18 percent)
agree that they feel unsecure in the job.

11. Regarding the responses on the statement “my achievement on the current job is
satisfactory” majority of respondents (69.12 percent) agree that their achievement on
the current job is satisfactory. Likewise, the majority of respondents (56.37 percent)
agree that they have given due recognition at work. Similarly, the majority of
respondents (49.02 percent) agree that they have given due responsibilities at work to
execute. Likewise, the majority of respondents (56.37 percent) agree that the
advancement (i.e. promotion opportunity) on the current job is satisfactory. Similarly,
majority of the respondents (61.76 percent) agree that the personal growth on the
current job is satisfactory.

12. The majority of the respondents (75 percent) agreed “if a good friend of mine told me
that he/she was interesting in working in a job like mine I would strongly recommend
it”. Similarly, the majority of the respondents (65.69 percentages) agreed that all in all,
employees are very interested with their current job. Likewise, majority of the
respondents (58.33 percent) agreed that in general, their job measure up to the sort of
job if wanted when he/she took it. Similarly, majority of the respondents (46.57
percent) agreed that knowing what he/she know now if he/she had to decide all over
again whether to take their job he/she would.

13. The weighted average mean value of physical environment is 3.54 which indicate that
the employees of Nepalese commercial banks are satisfied with the physical
environment.
14. The weighted average mean for psychological environment is 3.60 which indicate that
the Nepalese commercial banks are providing a good psychological environment to its
employees.
15. Weighted average mean value for working hour is 3.43 which indicate that
employee’s perception on working hour is not too bad in Nepalese commercial banks.
16. Weighted average mean value for the level of job stress is 3.30 which indicate that job
stress level is high in Nepalese commercial banks.
17. Weighted average mean value for motivation is 3.55 which indicate that Nepalese
commercial banks have good motivating practices for employees.

18. The correlation matrix for commercial banks revels that working environment is
positively correlated to the job satisfaction.

19. The correlation matrix for commercial banks revels that physical environment and
psychological environment are positively correlated to the job satisfaction. This
indicates that better physical environment and psychological environment higher
would be the job satisfaction.

20. The correlation matrix for commercial banks revels that working hours is positively
correlated to the job satisfaction. This indicates that good working hours leads to the
higher job satisfaction.

21. The correlation matrix for commercial banks revels that job stress is also positively
correlated to the job satisfaction. This indicates that higher the level of stress higher
would be job satisfaction.

22. The correlation matrix for commercial banks revels that motivation is positively
correlated to the job satisfaction. This indicate that higher the motivation higher would
be job satisfaction

23. The regression result shows that physical and psychological environment has a
significant and positive impact on job satisfaction. This indicates that better the
physical and psychological environment, higher would be the job satisfaction.
24. The regression result shows that working hours has a significant and positive impact
on job satisfaction. This indicate that favorable working hours lead to the higher be the
job satisfaction

25. The regression result shows that stress has also a significant and positive impact on
job satisfaction. This indicates that higher the stress, higher would be the job
satisfaction.

26. The regression result shows that motivation has a significant and positive impact on
job satisfaction and employee’s performance. This indicates that higher the
motivation, higher would be the job satisfaction.

27. From the study, we can conclude that the most influencing factors on job satisfaction
is physical and psychological environment because their weighted mean value is
relatively higher than other variables(i.e. 3.54 and 3.60 respectively) and the least
influencing factors on job satisfaction is job stress because its weighted mean value is
lower than other variables (i.e. 3.30).

5.2 Conclusion

The major conclusion of the study is physical environment, psychological environment,

working hours, job stress and motivation are the major factor affecting job satisfaction
and of Nepalese commercial bank.

Physical environment and psychological environment are positively related with the job
satisfaction. It indicates that better the physical environment and psychological higher will
be the job satisfaction of the employees of Nepalese commercial bank. Similarly, there is
a positive and significant relationship between working hours and job satisfaction. It
indicates that favorable the working hours higher would be the job satisfaction. Likewise,
higher the motivation higher would be the job satisfaction. Stress is also positive and
significant relationship with job satisfaction. It indicates that higher the stress, higher the
job satisfaction.
The study concludes that working environment followed by physical and psychological
environment is the most dominant factors that influence employee job satisfaction and the
study also conclude that working environment followed by job stress is the least dominant
factors that influence employees’ job satisfaction.

The study also concludes that job satisfaction in Nepalese commercial bank is
satisfactory. The study reveals that employees are satisfied with the working environment
provided by the Nepalese commercial bank.

5.3 Recommendations

The major recommendation to increase the job satisfaction from working environment in
Nepalese commercial bank is explained below:

1. The study revealed positive relationship between physical environment and job
satisfaction. Hence, the banks willing to increase job satisfaction level should focus
more on improving the physical environment.

2. The study revealed positive relationship between psychological environment and job
satisfaction. Hence, the banks willing to increase job satisfaction level should focus
more on improving the psychological environment

3. The study revealed positive relationship between working hours and job satisfaction.
Hence, the banks willing to increase job satisfaction level should focus more on
working hours.

4. The stress has also positive relationship with job satisfaction the result hence indicates
that higher the stress, employees job satisfaction will also increases. Thus, banks
willing to increase employee satisfaction should try to increase its work pressure i.e.
stress and increase the level of job satisfaction.

5. The result for motivation is positive and significant. The result hence indicates that
higher the motivation to the employees of the bank, higher would be the job
satisfaction of employees in commercial banks. Thus, banks willing to increase
 employee satisfaction should try to improve its motivation level and increase the level
of job satisfaction.

5.4 Scope for future research

This study can be regarded as the preliminary steps in investigating the effect of working
environment and job satisfaction in context of Nepalese commercial banks. The study
remains enough ground for future researchers which are listed below:

1. This study has mainly considered five variables of job satisfaction. So, in future
the study can be conducted by including other variables like salary, promotion, job
security and so on.

2. This study has taken only primary data as sample. Academicians are suggested to
take secondary data as a sample for more convenient result.

3. The future studies can be carried out by selecting other financial institutions like
development banks and finance companies to grab wider view of relationship
between working condition and job satisfaction.

4. Future studies may explore other constructs that relate to job satisfaction practices
factors.

5. This study is based on the survey of commercial bank’s branches inside the
Kathmandu valley. Therefore, to incorporate wide geographical character of the
respondents, further studies can be carried out by extending the survey outside the
Kathmandu valley.

6. This study has applied linear regression model. Furthermore, the study can be done
by using some advanced statistical tools such as using non- linear statistical tools
and bidirectional causality tools.
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Questionnaire

Dear respondent,

I am pleased to inform you that I am undertaking a Graduate Research Project entitled " Effect of
working environment on employees job satisfaction of commercial banks in Nepal” to meet the
partial fulfillment of the requirement for the Master Degree in Business Administration (MBA)
from Uniglobe College, Pokhara University. I will be grateful if you provide just few minutes to
answer my questions appearing in the enclosed questionnaire. Your ideas and information will be
of great important for your research. I would also like to assure you that all information contained
in this questionnaire will be kept confidential and used only at the aggregate level for research
purpose. Your kind corporation will be highly appreciated.

Thank for your cooperation

……………………………………………..

Bikash Adhikari
MBA (Finance)
Uniglobe College, Kathmandu, Nepal
Section A: Demographic Characteristics
Please give a tick mark as an appropriate one.
1. Branch
a) Kathmandu
b) Lalitpur
c) Bhaktapur

2. Gender
A) Male
B) Female

3. Age
a) Below 25
b) 25-35
c) 35-45
d) 45 and above

4. Marital status
a) Single
b) Married
c) Divorced

5. Education Qualification
a) Higher secondary
b) Bachelor degree
c) Master degree
d) M.phil / PHD

6. Years in the organization

a) Below 2
b) 2-5
c) 5-10
d) 10 and above

7. Job position
A) Assistant level
B) Officer level
C) Manager level
D) Executive level
 8. Monthly income (R.S)
a) 15000-30000
b) 30000-45000
c) 45000-60000
d) 60000 and above

Section II : Multiple choice Questions

1. How is physical working environment of your organization?
a) Peaceful and calm
b) Noisy
c) Favorable
d) Unfavorable

2. What tools and technique are used to motivate employees towards achieving
organizational objectives?
a) Increment in salary
b) Promotion
c) Reward and incentives
d) Empower them

3. What do you feel about your organization’s pay system?

a) Competitive
b) Less than other similar job
c) Adequate
d) Need to be increment

Section III: Likert Scale Type Question

Please indicate your opinion on the given scale as mentioned below.
( 1= strongly disagree, 2= disagree, 3= neutral, 4= agree, 5= strongly agree)
Independent variables
S. ITEMS SD(1) D(2) N(3 A(4) SA(5)
N )
I1 Physical environment
1. The furniture I use is comfortable, flexible to adjust,
easy to rearrange or reorganize
2. The office is devoid of unnecessary noise
3. The working space area is sufficient and roomy
enough
4. The room or office I operate from is well illuminated
5. The temperatures in the room or office I operate
from is appropriate
6. My work location is convenient for me
 S.N ITEMS SD(1) D(2) N(3) A(4) SA(5)
I2 Psychological environment
1. I frequently meet with my supervisor about my
personal development
2. My supervisor respects the co-worker’s opinions
3. My roles & responsibilities are clearly stated
4. My job requires the performance of a wide range of
tasks
5. I can rely on my supervisor to help me out with a
work problem

S.N ITEMS SD(1 D(2) N(3 A(4) SA(5)

) )
I3 Working hours
1 I am satisfied with the working hours and its fits
with my private life.
2 My working hours let me to work at my personal
issues also.
3 I don’t have to work for long hour, over time and in
holidays
4 I have enough time to complete my work during
office hour

S.N ITEMS SD(1 D(2) N(3) A(4 SA(5)

) )
I4 Job stress
1 My job has a lot of responsibility, but I don’t have
very much authority
2 I have unachievable deadlines.
3 I am pressured to work long hours
4 I feel unsecure in my job
 5 I feel much better on the job if the work condition
were changed

S.N ITEMS SD(1 D(2) N(3) A(4) SA(5)

)
I5 Motivation
1 My achievement on the current job is satisfactory
2 I am given due recognition at work
3 I am given due responsibilities at work to execute
4 My advancement ( i.e. promotion) on the current job
is satisfactory
5 Personal growth (i.e. skills acquired through training
and development) on the current job is satisfactory.

Dependent variable

S.N ITEMS SD(1) D(2) N(3) A(4) SA(5)

D1 Job satisfaction
1 If a good friend of mine told me that he/she
was interested in working in a job like mine I
would strongly recommend it.
2 All in all, I am very interested with my current
job.
3 In general, my job measure up to the sort of
job I wanted when I took it,
4 Knowing what I know now if I had to decide
all over again whether to take my job I would.

Any other suggestion/ remarks which helps to increasing employee job satisfaction?

………………………………………………………………………………………………………
………………………………………………………………………………………………………
…………………………………………………………………

Thanking you