Beruflich Dokumente
Kultur Dokumente
BY
MBA
(Finance)
DEDICATION
We dedicate our all achievements to Miss Nabiha Malik To my respected and honorable teachers
To all my friends.
ACKNOWLEDGEMENT
Thanks
to
Almighty
ALLAH,
the
Beneficent,
the
Most
Merciful, all-Embracing, all-knowing, who provided us with this opportunity, courage and ability to complete this
humble contribute towards knowledge. All the respects, profound gratitude and all our
loves for Hazrat Muhammad (SAW), the last messenger of Allah Almighty, whose teaching enabled us to recognize our Creator and also gave us golden principles of Islam. We wish to acknowledge our counseling chairperson, Mr. Nadeem Ahmed to Bhatti, us and who has always been loving and and
sympathetic
provided
guidance,
motivation
encouragement for the completion and presentation of this research. We pay our gratitude to Mrs. Ashi Zeeshan, Supervisor of thesis committee, for providing timely guidance, supervision and motivation during the completion of this research.
I
1.1 1.2 1.3 1.4 1.5 1.6 1.7
1 4 4 4 5 5 5 6 7
I
2.1 2.2 2.3 2.4
Importance of Job Satisfaction Nature of Job Satisfaction Dimensions Relationship Between General
9 13 17 19 21 22 28 32
Satisfaction and Job Satisfaction 2.5 Job Satisfaction as a Predictor 2.6 Theories of Job Satisfaction 2.7 Job Satisfaction and Personal Variables 2.8 Statistical Significant Factors
Table
1 4 41 42 45 5 4 47 50 5 5 if they 50 5 50 51 6 51 51 53 5 73 7 73 74 5 77 78 8
2.1: 2.9 Measurement of Job Satisfaction Table Opinions of the managers if they 2.10 Recent Researches 2.11 Improtance to Workers and 4.1: considered their job rather unpleasant Organizations Opinions of the managers if 2.12 Table Workers Role in Job Satisfaction Data Collection friends are and 4.2: I feel that their they more
III Table
interested in their jobs Analysis Opinions of the managers Population often get bored with their jobs Sampling Development of Questionnaire Administration of Questionnaire Data Tabulation and Analysis Table Opinions of and I Analysis the managers
if
they
IV V
Interpretation of Data
Summary, Findings,
Table Opinions of the managers if they Recommendations Summary feel there jobs are no more interesting Findings than Conclusion others they could get Recommendations Table
References the managers if they Opinions of Appendix A feel they definitely dislike their work Appendix B
Opinions never end Opinions feel that uninteresting Opinions of the managers if each
5 9 6 0 6 1 6 2 6 3 6 4
Table 4.7: Table 4.8: Table 4.9: Table 4.10: Table 4.11:
day of work seems to them as it will of the managers jobs are if they
their of the
managers
feel that their jobs are like hobby to Opinions of the managers if their jobs are interesting enough to keeping them from getting bored
CHAPTER I INTRODUCTION
Abraham Masllow said" a musician must make music, an artist must paint, and a poet must write if he is to be ultimately at peace with himself."
The reflected
whole in
of
an
individuals satisfaction
life with
is his
and
occupation or profession. An individual loves to work but in many cases he is forced to work under certain
circumstances. Some kind of adjustments always takes place between the workers. Since 1940s, the subject of job
satisfaction has been one of the most widely studied topics in the management field (Jan et-al 20001, p7)
Mitchell and Lassos (1987) have indicated that over 3000 studies have been carried out on job satisfaction over of the its last sixty years. The consequences employee of job satisfaction is very important to an organization in term efficiency, productivity, relation, absenteeism and turnover.
Job important
satisfaction indicator of
is
considered
as
one
of
the
most of
successful or
and
smooth
working
established
institute
organization.
Satisfied
workers
increase efficiency and production. Job satisfaction is a complex phenomenon. It is general attitude possessed by an employee, which is the result of many specific attitude .his interests, aptitudes, ideals and expectation on one hand educational level, salary and work condition may
So largely
the on
satisfaction his
of
the his
workers
depends his
expectations,
standards,
reference group and the palace of work in his life. Because degree of and this extend multi-causal of relationship is the
satisfaction
highly
variable and may be affected by change in any one of the causal factors.
An organization is a consciously coordinated social unit, composed of two or more people that function on relatively continuous bases to achieve a common goals or set of goals. (C Health and S.B Sitkin, 2001 p 43)
The employees of an organization with higher satisfaction care about the quality of work, more committed to the organization and more productive. Believe that the organization will be satisfying in the long run. (Bevedam 2000)
We know that multinational and local companies are the type of organization. There are many researches have already been conducted on job satisfaction subject, but now researchers want to conduct a research that in which companies employees are more satisfied or in other words, where the level of job satisfaction is high.
1.1 Statement of the Problem The study was aimed to conduct a comparative study of job satisfaction among the middlemanagement of multinational companies and local companies
management in multinational companies. ii. To measure the job satisfaction level of middle
management in local companies. iii. To make comparison to find out in which the level of job satisfaction is high, multinational companies or local companies.
i.
What
is
the
level
of
job
satisfaction
in
multinational companies? ii. What is the level of job satisfaction in local companies? iii. In which the employees are more satisfied,
The finding of the study helps in identifying employees priorities about environment and working conditions. Solution of the study would be useful for identifying problems, choosing solutions and evaluating changes.
1.6 Procedure
The population consisted of all multinational and local companies operating in Lahore.Five multinational
companies and five local companies would be the sample of the study. A structured and closed ended questionnaire would be selected as a tool of research. Data analysis was done by using the software SPSS, by which we found frequency, percentage and mean of every item of a
questionnaire. In the end we applied T- test to find out the difference between the level of satisfaction among middle management of multinational companies and local companies.
1.7 Delimitations
Keeping in view the resources, this research delimited to the Companies operating in Lahore city. Five local companies.
Five multinational companies. Twenty managers of local companies. Twenty managers of multinational companies.
The
purpose study
of of
this job
research
was
to
conduct
comparative
satisfaction
among
middle
management of multinational companies and local companies. But in this research, job satisfaction has been studied in a general sense. However, as the job situation is quite complex and has multiple dimensions. Job attitudes are
likewise complex. Hence measures of job satisfaction have been developed that attempt to assess satisfaction with
This chapter concerned with the review of the related literature. This chapter includes different views of job satisfaction, satisfaction, and job importance, relationships job nature and dimensions general as of job
between
satisfaction a predictor,
satisfaction,
satisfaction
theories of job satisfaction, job satisfaction and personal variables, statistical significant of job factors affecting job
satisfaction,
measurement
satisfaction,
general
satisfaction,
importance
to
workers
and
organization,
authors
have
different
view
about
job
"Job satisfaction is the degree to which ones important needs for health, security, nourishment, affiliation, esteem and soon, are fulfilled on the job or a result of the job. (Herzberg, 1957, p. 112)
"A positive and pleasurable emotional state resulting from the appraisal of one's job or job experiences"(lock, 1976, p. 1299)
"Job
satisfaction
is
the
measurement
of
member's
attitude towards these needs that are wholly or partially included in the process of task organization, their related resources and the process that involve these
"Job satisfaction is a general attitude which is the result of many specific attitudes in three, namely specific job factors, individual characteristics, and group relation
"The degree of positive feelings one has towards one's job situation."(Challah, 1991, p. 615)
"An attitude that workers have about their job. It results from their perception of the jobs. (Ivancevich, 1999, p. 656)
The
feeling
or
affective
response
to
someone
According
to
Schuster,
Job
satisfaction
is
the
feelings of workers as about his job or job experiences in relation to previous experiences, current expectations or available alternatives. Although it was originally workers
had only an overall or global feeling of satisfaction about their work, we have now realized that employees can also feel differently about various aspects of their job
including the work itself, pay, coworkers and so forth. Since the earliest investigations in the 1920s Job
satisfaction has become one of the most frequently studied topic in industrial has organizational a major psychology. concern human of Job both
remained
supervisors, researchers
resources
(work also
consultants of
etc). in
It many
has
specialists
other
fields
including and
guidance,
management
training,
economics
health,
improved
satisfaction
has
become
an
important
Given
relation behavior,
satisfaction
satisfaction with respect of the job may prove to be a bonus to the organization in many areas including reduced absenteeism, decrease turn over, and fewer work related
accident. In addition, satisfaction has been to be related to other variables such as stress and discord within the workgroup, which may also affect employee productivity. To the extent that satisfaction can be improved, organization can realize substantial monetary savings by reducing cost associated employees, with hiring the and lower productivity new of substitute health
training
employees,
Moreover measuring satisfaction among various groups of employee changes. Management frequently introduces
program to improve climate increase communication, verify job duties, increase effectiveness of incentives, encourage
long range planning, and attain other goals. An easy way to assess the effectiveness of such programs to improve
satisfaction.
theories of work motivation and work behavior. For many theorist satisfaction is seen as a direct cause of such behavior as attending work, seeking improve work methods and cooperating with other employees. For other theories it is a consequence of such behavior, because the behavior leads to reward from the supervisor for the work itself, and hence to satisfaction. For others, it is merely given management of valuable tool for locating dissatisfied group for whom personal cost may be unnecessary high. Once the sources of dissatisfaction have been located, plan can be formulated to remedy the situation. Exceptionally satisfied can also be located so that their performance of their be recognized and their good practices
supervisor
may
extended to other groups in the organization. In addition tracking each group of employees across time can highlight favorable and unfavorable changes in satisfaction and
health. Managers and researchers to device appropriate and effective remedies to employees dissatisfaction. Finally
when organizations have introduced intervention to improve employees itself, productivity of and enhance the quality can be of used work to
measures
job
satisfaction
Key job values have been identified that are helpful in drawing comparison between cotemporary and traditional employees. That satisfaction of todays employees could enhance by providing them opportunities to fulfill such
values as priority of family over work and creative work. The strategy would work providing that the employees had strong desires to satisfy such needs as affection, competence, or self-fulfillment.
content mat; motivation refers to expending effort to words a goal. One way in which to visualize the relationship
between satisfaction and motivation is use of a four-way diagram indicating the extreme position shown in table 2.1.
relaxed workers hard charger Job Disgruntled Dissatisfied uninvolved worker hardworking person Low Satisfied
Low
High
relaxed, no pressured atmosphere. If they had to work hard, they would experience job satisfaction.
Disgruntled, uninvolved workers Employees who fit this category are often under
stress. They dislike their job yet work just hard enough to prevent being fired or receiving serious reprimands.
Dissatisfied hardworking person Many people with a professional orientation work hard
even if they are currently dissatisfied with their firm or journal working conditions. One motive for their motivation is that a professionally oriented person would not want to damage his or her reputation by performing poorly, even if a particular job were unsatisfying.
towards self-fulfillment.
motional status that may be experienced by jobholders, the term are often used interchangeably. Moral focuses more own and employees interest in helping the organization or
Morale is an attitude of satisfaction with, desire to continue in, and willingness to strive for the goals of a particular group or organization.
As
consequence can be
of drawn
this between
definition, satisfaction
to and
dissatisfaction
morale. First, morale oriented toward the future, whereas satisfaction relates to the present and past. Second,
morale is a feeling that relates to the group, based on a sense of common purpose and believes that group and
individual goals mesh. Satisfaction typically refers to the assessment made by an individual employee of his or her job situation.
2.3 Dimension
Dimensions of job satisfaction should be of concern to organization because of their association with certain work behavior. According to Luthans (1995, p. 71), there are three important dimensions of job satisfaction.
First, job satisfaction is an emotional response to job situation. As such, it cannot be seen, it can only inferred. Second, job satisfaction is often determined by how well outcome meet or exceed expectations. For example if organization participant feel that they are working much harder other then the department but are receiving favor rewards, towards they the will work, probably the boss have and a negative attitude They will
coworkers.
dissatisfied on the other hand, if they feel they are being treated very well and are being paid equitable, they are likely to have a positive attitude towards the job. They will be job satisfied. Thirdly, job satisfaction represents several related attitudes.
Smith, et-al (1969) has suggested that there is five job dimensions that represent the most important
characteristics of a job about which people have effective responses. These are
The Work Itself The extent to which the job provides the individual
with interesting tasks, opportunities for learning, and the chance to accept responsibility.
the degree to which this is viewed as equitable vis--vis that of others in the organization.
within
attitude
towards
and
job-
satisfaction.
Job-satisfaction
is
the
sum
of
all
negative
and
positive aspects related to the individual's salary, his physical and emotional working conditions, the authority he has, the autonomous usage of this authority, the level of success he has maintained and the rewards given due to this success the social statue maintained in relation with his job and his relations with his colleagues and
administrators.
Individual satisfaction.
elements
do
not
result
in
the
job-
Many researchers have noted the significance of this relationship (relationship between general satisfaction and Job-satisfaction). It may be suggested in by these be a researches function that of job-
satisfaction
may,
part
General A
satisfaction or it can be said attitude towards life. researcher Roe has concluded that,
"It
is
in
point
of
fact,
impossible
to
separate
One is the measure of other both is indications of person in the world but on the bases of some well
established studies.
Brayfield and Wells (1957) concluded that, "Job-satisfaction positively and and General related satisfaction among males were but no
significantly
significant relationship was obtained among females (Kaya, 1995; Tickle, 1994; Cranny et al. 1992).
implication is that certain behaviors or certain outcomes are more likely to be predicted from dissatisfaction
Most individuals spend a large part of their working lives at work so that an understanding of factors involved in job satisfaction is relevant to improving the well being of a large number of individuals in an important aspect of their lives.
Another
important
reason
for
investigating
job-
satisfaction is the belief that increasing job-satisfaction will increase productivity and hence profitability of
organization.
Ability is another individual variable or we can say predictor that has been shown to be co-related with jobsatisfaction.
broadly categorized as content and process theories of Jobsatisfaction. The content theories of job-satisfaction
attempt to identify and categorize the most salient needs for example self actualization, responsibility, growth etc. that must be satisfied for the employees to be satisfied with their jobs.
The content models try to describe the causes of jobsatisfaction, they are basically content oriented. They
are referred to as static because they incorporate only one or few point in time and are either past or present time oriented. They are also termed as need fulfillment
theories and postulate that all individuals have different needs and that job satisfaction is determined by that how well the job is able to satisfy these needs.
On
the
other
hand
process
theories
are
never
more
The process theories focus on psychological processes involved in making decisions and choices about work. are cognitively based. They
At present there exists a group of content theories and a group of process models but an overall theory of Job satisfaction synthesis of does not exist. is In fact integration in or our
various
seriously
lacking
understanding of job-satisfaction.
any single comprehensive theory of job-satisfaction, only a brief account of more prominent of these app roaches will be presented (Imam, 1998).
that have Maslow (1943) who postulated a need hierarchy with needs divided into those of a lower order needs and these of a higher order needs. The needs are as follows:1. 2. 3. 4. 5. Physiological Safety Social (affection) needs Esteem needs Self actualization needs
First three are lower order needs and fourth and fifth higher order needs. (Cranny et al. 1992).
In
1954
Maslow
first
published.
"Motivation
and
He also theorized that a person could not recognize or pursue the next higher order needs in hierarchy until
her/his
currently
or
completely satisfied, a concept called prepotency (Joseph, 1997; Hardman et al. 2000).
Maslow argues that only after the lower order needs are satisfied in man capable of being concerned with
however other explanations are possible such as different expectations of individuals from different levels of
believed and embraced by American business are those of Frederick Herzberg and Abraham Maslow.
Herzberg (1959) constructed a two-dimensional paradigm of factors affecting and salary According peoples are to hygiene the attitudes. factors the Working rather absence than of
conditions motivators.
theory,
hygiene
factors
It
means,
according
to
Herzberg,
causes
of
joband of
satisfaction distinct.
and An
are the
separate concepts
analogy
mere absence of pain is not pleasurable of itself, although over the short term, of course, it may be that the relief of pain is considered pleasurable.
Similarly hygiene factors such as working conditions do not normally lead to feelings of satisfaction when they are good, except in the short term when they are newly introduced. On the other hand when they are bad, they do
lead to Job-dissatisfaction.
In conclusion, it must not be thought that Herzberg regards the adequate provision of hygiene factors, as
Whatever the defects of Herzberg's theory, thanks to Herzberg, no one will ever again be able to ignore the importance of analyzing characteristics of the work itself in coming to an understanding of job-satisfaction (Callahan et-al. 1986; Hardman et-al. 2000).
Although Herzbergs paradigm of hygiene and motivating factors and Maslows hierarchy of needs may still have
broad applicability, at least one aspect of each salary as a hygiene factor (Herzberg) and esteem as a lower order need hold than in self-actualization the case of (Maslow), and does not seem to
elementary
secondary
school
teachers.
teachers are being lost to other, higher paying positions and to help administrators focus more closely on esteem needs 1995). of teachers individually and collectively (Kaya,
theories only by
see the
as
job
context, but by the needs, values and expectations that individuals have in relation to their job. Yet while all
process theorists agree that job-.satisfaction depends on the relationship between the individual and his/her work environment, there are considerable differences of view as to which process relates to job-satisfaction. At least
three important factors have been put forward, that jobsatisfaction is determined by the extent of the discrepancy between what the job offers and what individual expects, what the individual needs and what the individual values (Vij, N. 2000).
modifying the job-design and the working conditions, it is possible to increase Job-satisfaction and employee
performance.
Situational
variables
thus
are
important
in
job-
satisfaction. In addition to contextual variables, research indicates that personal variables also can influence Jobsatisfaction. attributed education to and Variations employee's length of in Job-satisfaction gender, and have level been of
age,
Job-experience.
Although
these
factors can not be changed by employing organizations but can be used to perfect the relative levels of satisfaction to be expected among different groups of employees (Imam et-al. 1998).
relationship
job -satisfaction starts high, declines and then starts to improve again with increasing age (Imam, 1998).
An extensive review of the research literature on age and job-satisfaction led Rhodes (1983) to conclude that
overall job-satisfaction is positively associated with age. A number of possibilities have been advanced to explain the results of increasing Job-satisfaction with age up to the pre-retirement age at least. Herzberg for example suggest
that
job-satisfaction
increases
with
age
because
the
At the same time it is essential to realize that the pattern of satisfaction as a function of age is likely to differ from occupation to occupation and possibly between sexes.
morale which drops during the first years of service and remains low for a number of years. morale tends to go up." As service increases
showed
variable,
less educated older employees were more satisfied than more educated younger employees. . When they held age constant, they found the more educated to be less satisfied than the less educated.
The evidence therefore points to the complex nature of the relationship between educational level and Job-
satisfaction.
selecting the best-qualified candidate for a job is not necessarily the best decision to male. To have some one
over-qualified in terms of the utilization of skills is likely to lead to dissatisfaction when expectations or
It is therefore vitally important that employees do not deceive themselves as to the demands required from a particular job.
The findings on the relationship between the level of education also raise the question of whether it is
advisable for the country to educate large numbers of its youth in University institutions. While graduates may be
better able to obtain jobs than non-graduates, the days are gone in Most Counties where a university graduate can count on getting the job he wants. jobs below their Graduates now have to accept in terms of working
expectations
conditions, pay and the actual job they are employed to do (Imam, 1998; Cranny et al. 1992; Kaya 1995).
that careers were of central importance to men but those careers were not as important to women.
Not only it is probable that males and females differ in their job-satisfaction, they also differ in the way they are treated in the organization. For example Hulin and
Smith pointed out in their research that females are likely to be paid differently, have different opportunities for promotion and have different levels of Job.
It
is
however
important
to
take
care
when
making
A Job high on social satisfaction but low on skill utilization and career prospects may result in higher jobsatisfaction for females than for males. So on the basis of different researches, it can be pointed between out that there may be and significant relationship however
personal
variables
Job-satisfaction
seems similar to
to way
be
more
than more
people than
visibly
pain
pleasant
the greater the dissatisfaction, the greater the motivation to quit. Once people are basically satisfied they are no
Satisfying satisfying
factors
motivate
workers
while factors
disare
factors
prevent.
Motivating
achievement, recognition, the job-conducted responsibility, promotion and the factors related to the job itself for personal development. Motivating factors in the working
environment result in the Job-satisfaction of person while protective ones dissatisfy him/her (kaya, 1995).
If people compare their achievements and the resulting awards with the others achievements and awards and the result is balanced then we can talk about job satisfaction (Welch,T. 2001).
Variables that are unrelated to the work environment (for example, economic conditions in the community or the relationship with family) may also affect Job-satisfaction. It appears that demographic variables such as age race and sex also moderate Job-satisfaction (Callahn et al. 1986).
We deserve all the treasures of life and first step towards this destination is allowing yourself to experience your full potential. Your personal greatness, if you enjoy
the process of a particular activity as well as the end result you are shooting for, you may have found something worth focussing upon.
Bavendam (2000) research identified six-factors that influenced Job-satisfaction. low, job-satisfaction was low. When these six factors were These factors are similar
Employees
are
more
satisfied
when
they
have
challenging
opportunities at work. Albeit said, "Job-satisfaction in function of not only what people have but also of what people have. the opportunity to have" (Cranny et al. 1992).
This
includes
projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important this is not simply, "Promotional opportunity." As organizations have become flatter, promotions can be rare. challenge through projects. Team People find special
leadership,
The
empirical support For example Milk and Monge (1986) found that working in a participative climate defined as having the opportunity to participate, had a more positive effect on work satisfaction than did actual participation in
specific decision.
Researches suggest that availability of an opportunity may be even more satisfying than experiencing the event or circumstances the offered by the opportunity. differences seems logical and to the Understanding of
individual it
availability that
opportunity,
propose
ability
provides opportunity because the more one is capable of doing; the more one has opportunity to do (Russel,T. 2001).
situation.
There stress.
is
variety
of
ways
to
classify
types
of
most useful approach is to distinguish between frustration and anxiety. Frustration is an observation to goal-
oriented behaviour.
wants to pursue a certain course of action but is prevented from doing so. Anxiety on the other hand is a feeling of Anxiety occurs
when individuals do not possess appropriate responses or plans for coping with anticipated problems (Krejei et al. 1996).
When
negative is low.
stress Jobs
is are
continuously more
high, if
Jobthey
satisfaction
stressful
interfere with employees personal lives or are a continuing source of worry or concern (Bavendam, 2000; Traven and
Cooper 1996).
Leadership
Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a
Importance of supervision will vary from situation to situation and from time to time. This is not difficult to
imagine, as new supervisions with new styles of leadership are likely to introduce changes, which require individuals to change their habitual way of behaving. The new "broom"
is unlikely to be appreciated by those who have adapted to old methods. On the other hand in situations where
problems are large in number, a new supervisor may be able to increase satisfaction by remedying sources of discontent.
Many
studies
have
shown
that
most
employees
prefer
considerate leadership, Thus House, Fillay, Kerr, Warr and Wall note a number of studies in which consideration in supervisors is related to Job-satisfaction. For example a
study by Sadler (1970) of computer personnel found that both males and females preferred a leader who consulted employees about decisions. So it can be suggested that
there is positive relationship between good supervision and leaders and Job-satisfaction (Bavendam 2000; Cranny et al. 1992).
Work Standards
Employees are more satisfied when their entire
The workers usually compare their working conditions with the conditions of society under the variable of social conditions. If the social conditions are worse than the
individual's working conditions, then this will result in satisfaction of individual as workers deem themselves
So it is noted that to develop meaningful measures of quality, improve encourage work communication to between employees and
conditions
increase
Job-satisfaction
(Bavendam, 2000; Cranny et al. 1992; Kaya, 1995; Traven and Cooper 1996).
Fair-rewards
Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee
responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs.
It is self-evident that satisfaction with pay is an important element in our job-satisfaction. As to the
causes of satisfaction with pay, many investigations regard a important aspect to be the comparison process between
what an individual puts into a job and gets out of it in relation to what other people put into a job and get out of it.
The
rewards as pay
with
any
occupation Material
can
be
classified includes
psychic. rewards
reward
psychic
include
satisfaction,
So employees stress.
it who
is are
suggested rewarded
that
as
an
added
benefit, less
fairly,
they
experience
Adequate Authority
Employees are more satisfied when they have adequate freedom and authority to do their jobs.
If employees have given authority to make decisions, establish of their own work goals, then this affects their value for job. It also allows more freedom to act in the
way one thinks suitable for one's own abilities and this increase potential for applying skill to a particular job.
Certainly
there
is
ample-
evidence
that
individuals
do
Above
mentioned literature and researches show that stress, leadership, all work affect standards, rewards
opportunity, and
adequate
authority
Job-satisfaction
significantly.
For example it is well established that people often give socially acceptable rather than real responses to
questions, often expend little time and effort in filling them and are often influenced by the way, the questions are phrased.
Furthermore where every one returns the questionnaire there is the problem of whether those who do return the questionnaire differ from those who do not. One might
are
more
interested
in
the
subject
being
examined
than
For all of these reasons, great care must be taken when considering job-satisfaction studies based on
questionnaires.
Methods of accessing attitudes such as interviews are much more time consuming and suffer from the problem of biasing, introduced by interviewer (Hayat, 1998).
In a survey on job satisfaction among recent college graduates in financial planning, respondents were asked to rank such factors as realization of expectations, company support, attitude, relationships with coworkers, and pay; the results, which indicate that these workers are
reasonably satisfied with their jobs, support a "bottom-up" theory in which individuals sum up the positive and
negative
factors
related
to
their
jobs
and
decide
how
To
learn
about
the
job
satisfaction
of
recent
financial planning graduates of a large university in the Midwest, the authors developed a survey on job satisfaction and work experience. The survey was designed to serve three purposes: First, it was assumed that information on job satisfaction of recent financial planning graduates would benefit the financial services industry. Second, the
information from a university with an established program could serve as a benchmark for other educational programs in financial planning. Third, the information could be used to improve the curriculum at the university.
Two social theories compete to explain what determines job satisfaction: the "bottom-up theory" and the "top-down" theory. The bottom-up theory basically states that
individuals have needs and that they will be happy if their needs are satisfied. The sum of positive and negative
effects is used to determine happiness. If the positive effects are greater than the negative effects, individuals will judge their life as happy. is "a In contrast, top-down to
theory
states
that
there
global
propensity
experience things in a positive way." In other words, all individuals have a desire to be happy and this attitude will be the major influence on their lives. Thus, feelings about job satisfaction are generated in one of two ways: from the bottom up by adding positive effects and the
subtracting
Abraham H. Maslows hierarchical model of human needs (1943) can be used to identify the factors affecting job satisfaction. The model states that individuals experience a hierarchy of needs, from lower level to higher level needs. Maslows model can be used by
psychological
individuals to develop a sense of satisfaction in their jobs if they utilize a bottom-up perspective on job
satisfaction. Safety is an example of a lower level need; it helps explain the effects of job security and pay on job satisfaction.
Moving individuals
up
the
hierarchy, have
it
can
be
observed
that
also
social
needs--for
affection,
belonging, and acceptance. These needs affect the way that individuals interact with their coworkers and management. The highest need in Maslows hierarchical model is self-
actualization.
Self-actualization
and
self-esteem
are
related to the sense of inner reward that some individuals experience when is doing their to work. be In addition, of the self-
actualization
believed
one
principal
Some theory. A
empirical study by
evidence Alfonso
exists and
for
the
bottom-up for
Andres
Sousa-Poza,
example, suggests that job satisfaction is determined by finding a balance between work-role inputs and outputs.3 Examples of work-role inputs include the workers level of education, the number of hours worked, and the type of
occupation for which the worker was trained. Examples of work-role received, outputs the are the of amount of total job compensation the
level
perceived
security,
opportunities for advancement, the extent to which the job and work are interesting, the amount of independence and self-direction in the work, the benefits of the work to people workers and have society, with and the quality of the relations The
their
colleagues
and
management.
Sousa-Poza study found that "having an interesting job" and "having good relations with management" explained the
Frequently,
work
underlies
self-esteem
and
identity
while unemployment lowers self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's
initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational
success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality and performance. of Increased per productivitythe workedseems working quantity to be It a is
quality of
output
hour of
byproduct
improved
quality
life.
important to note that the literature on the relationship between job satisfaction and productivity is neither
conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation
between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are
motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful
motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a healthier work force and has been found to be a good indicator of longevity. And although only
little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my
factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory". (Brown, 1996, p. 123)
well-being help a
job. find
The
following job
worker
personal
Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater
Develop
excellent
communication
skills.
Employers
value and reward excellent reading, listening, writing, and speaking skills.
more. to
Acquire perform
new
job-related more
knowledge efficiently
that and
tasks
effectively. This will relieve boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in
Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done.
Accept
the
diversity
in
people.
Accept
people
with
their differences and their imperfections and learn how to give and receive criticism constructively.
See
the
value
in
your
work.
Appreciating
the
significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to one's
Learn developing
to
de-stress.
Plan
to
avoid
burnout
by
healthy
stress-management
techniques.
(Brown,
1996, p. 129)
Chapter III
This chapter deals with the methodology and procedures for the collection of data. This was a descriptive research that aims to find out the level of job satisfaction of employees of multinational companies and local companies. For the collection of relevant information following methodology and procedure was used. Data collected by the opinion of mid-management of multinational companies and local companies.
3.1 Population
The population consisted of all multinational and
3.2 Sampling
To collect data five multinational and five local
companies were selected by convenient sampling because of shortage of time and conveyance problems.
developed for survey from middle management of the selected companies. Eighteen items were prepared by using five-
lickert scale. The respondent has to tick one of the given five options against every question. The options were
strongly agree(SA), agree(A), undecided(U), disagree(D) and strongly disagree(SA). was measured The by authenticity computer of the named
questionnaire
software
Statistical Package for Social Sciences (SPSS) by applying the reliability test using alpha coefficient. The value of alpha coefficient was 0.8264 that showed the authenticity of the questionnaire.
This
chapter of
is the
concerned data.
with
the of
Analysis in
important and crucial part of every research. Analysis of and presented tabular chapter. Interpretation and analysis of data is also given below in each table. The sample of the study was twenty middle level managers of multinational companies and twenty middle level managers of local companies.
Table 4.1:
Scal e SA
A U D SD
Scor e
1 2 3 4 5 f 0 2 1 9 8
40 strongly
percent
managers 45
of
multinational disagreed, 5
companies percent
disagreed,
percent
undecided and 10 percent are confident to this statement. Mean value shows that most of the managers strongly felt their job pleasant for themselves. 35 percent managers of local companies strongly
disagreed, 35 percent disagreed, 20 percent undecided and 10 percent believe on this statement. Mean value shows that mostly managers do not feel their jobs are unpleasant for themselves.
Table 4.2:
Opinions of the managers if they feel that their friends are more interested in their jobs
Scal e SA
A U D SD
Scor e
1 2 3 4 5 f 1 4 5 10 0
In
multinational
companies
50
percent
managers
disagreed, 25 percent
percent strongly agreed to this opinion. Mean value shows that most of the respondents were undecided to that their friends were more interested in their jobs. In disagree, local 30 companies percent 25 percent disagree, managers 35 strongly are
only
percent
undecided and 10 percent are confident to their opinion. Mean value shows that most of the respondent do not agreed that their friends were interested in their jobs.
Table 4.3:
Opinions of the managers if they often get bored with their jobs
Scal e SA
A U D SD
Scor e
1 2 3 4 5 f 0 2 4 11 3
It indicates that 15 percent middle level managers in multinational companies strongly disagree, 55 percent only disagree, 20 percent managers are undecided and 10 percent agree to the statement. Mean value shows that they do not get bored with their jobs. It also indicate that in local companies 25 percent strongly disagree, 40 percent disagree, 20 percent managers are undecided and 15 percent do
agree to the statement. Mean value shows that they do not get bored with their jobs.
Table 4.4:
Opinions
of
the
managers
if
they
force
themselves to go to work
Scal e SA
A U D SD
Scor e
1 2 3 4 5 f 0 1 3 10 6
In multinational companies 30 percent managers strongly disagree, 50 percent disagree, 15 percent have no decision and 5 percent agree to this opinion. Mean value shows that respondents are strongly disagree that most of the time they have to force themselves to go to work. In local companies 25 percent managers strongly disagree, 40 percent disagree, 30 percent agree and 5 percent strongly agree to it. Mean value shows
that managers are undecided that most of the time they have to force themselves to go to work.
Table 4.5: Opinions of the managers if they feel there jobs are no more interesting than others they could get
Scal e SA
A U D SD
Scor e
1 2 3 4 5 f 1 1 4 9 5
25 percent managers in multinational companies strongly disagree, 45 percent disagree, 20 percent are undecided, 5 percent only agree and 5 percent strongly agree to the statement. Mean value shows that respondents are disagree that their jobs are more interesting rather than they can get.
In local companies 20 percent strongly disagree and 55 percent disagree, 15 percent are undecided and 10 percent are agree to the statement. Mean value shows that respondents are disagree that their jobs are more interesting rather than they can get.
Table 4.6:
Opinions of the managers if they feel they definitely dislike their work
Scal e SA
A U D SD
Scor e
1 2 3 4 5 f 1 0 2 4 13
65 strongly
percent
in work were
percent
percent value
strongly
that
respondents
percent
managers
strongly
disagree,
50
percent
disagree, and 5 percent agree to the statement in local companies. Mean value shows that they like their work.
Table 4.7:
Opinions of the managers if each day of work seems to them as it will never end
Scal e SA
A U D SD
Scor e
1 2 3 4 5 f 0 2 2 8 8
In multinational companies 40 percent strongly disagree, 40 percent disagree, 10 percent were undecided and 10 percent agree to the statement. Mean value indicates that they were disagreed that each day of work seems like it will never end. In local companies 20 percent strongly disagree, 45 percent disagree, 5 percent undecided, 25 percent agree and 5 percent strongly agreed to the statement. Mean value indicates that they were
undecided that each day of work seems like it will never end.
Table 4.8:
Opinions of the managers if they feel that their jobs are pretty uninteresting
Scal e SA
A U D SD
Scor e
1 2 3 4 5 f 0 1 3 8 8
This indicate that in multinational companies 40 percent managers strongly disagree, 40 percent disagree, 15 percent were undecided and 5 percent
were agreed to the statement. Mean value indicate that most of the respondent felt that their jobs were pretty interesting.
In local companies that 20 percent managers strongly disagree, 60 percent disagree, 15 percent undecided and 5 percent were agreed to the statement. Mean value indicates that most of the respondent felt that their jobs were pretty interesting.
Table 4.9:
Scal e SA
A U D SD
Scor e
1 2 3 4 5 f 0 0 2 7 11
55
percent
managers
of
multinational
companies
strongly disagree, 35 percent disagree and 10 percent had no decision. Mean value indicates that managers were not disappointed that hey ever took this job. 40 percent managers of local companies strongly
disagree, 50 percent disagree, 5 percent undecided and 5 percent agreed to the statement. Mean value indicates that managers were not disappointed that they ever took this job.
Table 4.10:
Opinions of the managers if they feel that their jobs are like hobby to them
Scal e SA
A U D SD
Scor e
5 4 3 2 1 f 6 10 2 2 0
In multinational companies 30 percent were strongly agreed, 50 percent were agreed, 10 percent were undecided and 10 percent disagreed to the opinion. Mean value indicates that mostly managers agreed to that their jobs were like a hobby to them. In local companies 5 percent managers strongly
agree, 55 percent agree, 20 percent were undecided, 10 percent disagree and 10 percent strongly disagree to the opinion. Mean value indicates that mostly managers undecided that their jobs were like a hobby to them.
Table 4.11:
Opinions of the managers if their jobs are interesting enough to keeping them from
getting bored
Scal e SA
A U D SD
Scor e
5 4 3 2 1 f 8 8 4 0 0
In agreed,
multinational 40 percent
companies, 20
40
percent undecided
strongly to the
agreed,
percent
statement. Mean value indicates that managers were agreed that their jobs were usually interested enough to keep them from getting bored. In percent disagreed managers local agreed, to were the companies 20 5 percent strongly and agreed, 15 60
percent .
percent that
opinion.
indicates were
agreed
that
jobs
usually
Table 4.12:
Scal e SA
A U D SD
Scor e
5 4 3 2 1 f 3 10 1 6 0
In
multinational
companies
15
percent
managers
strongly agree, 50 percent agree, 5 percent undecided, 30 percent agree to the opinion. Mean value indicates that managers were undecided that they enjoy their work more than their leisure time. In disagree statement. undecided local and that companies 10 percent value they enjoy 10 percent strongly their managers disagree that work more strongly to than this were their
leisure time.
Table 4.13:
Opinions of the managers if they were fairly satisfied with their present jobs
Scal e SA
A U D SD
Scor e
5 4 3 2 1 f 7 11 0 2 0
In to the
companies value
35
managers of the
strongly agree, 55 percent agree and 10 percent disagree shows managers agreed that they were fairly satisfied with their present jobs. In local companies 10 percent managers were strongly agree, 75 percent agree and 15 percent were not sure about the statement. Mean value shows that most of the managers agreed that they were fairly satisfied with their present jobs.
Table 4.14:
Opinions
of
the
managers
if
they
are
Scal e SA
A U D SD
Scor e
5 4 3 2 1 f 6 12 0 2 0
In
multinational
companies,
30
percent
strongly
agreed, 60 percent agreed and 10 percent disagreed to this opinion. Mean value indicates that most of the managers agreed that they were satisfied with their jobs for the time being. In disagree statement. time being. local and companies, 15 percent value 10 percent managers disagree that the strongly to this
agree, 35 percent agree, 10 percent undecided, 30 percent strongly Mean indicates managers
undecided that they were satisfied with their jobs for the
Table 4.15:
of with
the
managers work
if
they most
were other
their
than
Scal e SA
A U D SD
Scor e
5 4 3 2 1 f 4 14 2 0 0
In
multinational
companies
20
percent
managers
strongly agree, 70 percent agree and 10 percent undecided to the statement. Mean value shows that managers agreed that they were happier with their work than most other people. In regarding local this companies statement. 35 percent value managers shows strongly mostly
agreed, 60 percent agreed and 5 percent were undecided Mean that managers agreed that they were happier with their work than most other people. Table 4.16: Opinions of the managers if they were
Scal e SA
A U D SD
Scor e
5 4 3 2 1 f 5 13 1 1 0
In agreed,
multinational 65 percent
companies 5
25
percent
strongly and 5
agreed,
percent
undecided
percent disagreed to the statement. Mean value indicates that the managers agreed that they were enthusiastic about their work. in local companies 20 percent strongly agreed, 45 percent the agreed, 20 percent that undecided were and 15 percent that about disagreed with the statement.Mean value indicates managers agreed they enthusiastic their work.
Table 4.17:
Opinions of the managers if they like their jobs more than average worker does
Scal e SA
A U D SD
Scor e
5 4 3 2 1 f 6 11 3 0 0
In multinational companies 30 percent strongly agreed, 55 percent agreed and 15 percent undecided about the
statement. Mean value indicates that mostly managers agreed that they liked their job more than average workers do. In local companies 25 percent strongly agreed, 50
percent agreed and 25 percent undecided to the opinion. Mean value indicates that mostly managers agreed that they liked their job more than average workers do.
Table 4.18:
Scal e SA
A U D SD
Scor e
5 4 3 2 1 f 7 6 4 2 1
In
multinational
companies
35
percent
strongly
agreed, 30 percent agreed, 20 percent were in doubt, 10 percent disagreed and 5 percent were strongly disagreed to the opinion. Mean value shows that mostly managers were agreed that they found real enjoyment in their work. In local companies 25 percent strongly agreed, 60
percent agreed, 10 percent were in doubt and 5 percent disagreed to the statement. Mean value shows that mostly managers were agreed that they found real enjoyment in their work.
T-TEST ANALYSIS FOR THE COMPARISION OF JOB SATISFACTION AMONG MIDDLE MANAGEMENT OF MULTINATIONAL AND LOCAL COMPANIES.
Types of Respondents
Managers of multinational companies Managers of local companies
N
20
MEAN
72.1500
T
1.587
Df
38
Sig(2 tailed)
.121
20
67.9500
Table 4.19. Shows that T value (1.587) is significant at P<0.05 level of significance, so our null hypothesis is that: There is no significant difference between the level of job satisfaction among middle management of
multinational companies and local companies, is rejected. After analyzing value of mean we conclude that managers of multinational companies are more satisfied than the
CHAPTER V
SUMMARY, FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.1 SUMMARY
A persons job is more than just the obvious
activities of shuffling papers, writing programming code, waiting on customers, with rules or driving a truck. Jobs require
interaction organizational
co-workers and
and
bosses, meeting
following performance
policies,
standards, living with working conditions that are often less than ideal and the like. This means that an employees assessment of how satisfied or dissatisfied he or she is with his or her job is a complex. So, researcher tried to explore the level of job satisfaction of employees at midmanagement in multinational and local companies.
The purpose of this study is to compare the level of job satisfaction among the employees at mid-management in multinational and local companies operating in Lahore.
The operating
study in
was
delimited The
to
only of
to
the
Lahore.
nature
the
descriptive research and tool was the structured and closed ended questionnaire. The researcher went through the
literature related to the job satisfaction that helped in understanding the problem and its background. After a
review of related literature, a closed ended questionnaire was prepared under the guidance of supervisor of this
research.
The
researcher
conducted
the
survey
in
which
questionnaire was distributed personally to twenty managers of multinational and twenty managers of local companies. After the data collection, the data was analyzed in terms of percentage and average mean in forth chapter.
Then in fifth and final chapter, researcher worked out the findings and conclusion leading to the recommendation at the end.
FINDINGS
From
the
data
analysis
and
interpretation
in
the
In
multinational
companies,
managers
believed
that
their jobs are not unpleasant for them Managers in local companies feel that their friends have more interesting jobs. Both in multinational companies and local companies
managers do not get bored with their jobs. Managers of multinational companies do not have to
force themselves to go to work. Managers of local companies feel that their jobs are more interesting than others they could get. Managers statement of multinational companies disagree to they definitely dislike their the
that
work.
They are not too dissatisfied to dislike their job. Managers of multinational companies do not believe
that their work is too tiresome for them, as it will never end. The managers of multinational companies believe that their job is pretty interesting for them. Managers of multinational companies are not
When we talk about the interest level, managers of multinational companies take their jobs as hobby to them.
Managers of multinational companies do not get bored with their jobs because they feel that their job is usually interesting enough for them.
In multinational companies managers enjoy their work more than their leisure time.
Both
in
feel that they are fairly satisfied with their present job. Whether the maximum companies but the that number are of managers with at their
satisfied from of
finding managers
the
following
shows
multinational
companies are only satisfies for the time being. Managers of local companies are happier and satisfied with their jobs than others. The enthusiasm and devotion towards job is high in multinational multinational companies, it shows that employees companies are more satisfied at and
If we talk about the job satisfaction of an average worker, researcher found that managers of
multinational
the average workers do. Managers of local companies found real enjoyment in their work.
CONCLUSION
Based
on
the
findings
of
the
study,
the
following
conclusions were drawn: The level of job satisfaction in middle management of local companies is on average. It is because the managers in local companies feel that they have too much workload, get bored at their jobs and cannot enjoy their work. They
do not feel much satisfaction towards job even for time being. They are less enthusiastic, less devoted and less committed to their jobs as they should be. The level of job satisfaction in middle management of multinational companies. companies companies is high as compared in to local
the
managers and
multinational to their
enthusiastic
devoted
work. They feel their jobs are too interesting to not to let them bore, they take it as enjoyable as a hobby to them. They never dislike or being disappointed with the jobs. They are please and fairly satisfied with their jobs for the time being. After the comparison it is clear that even though local companies are operating very well, the employees are satisfied with their jobs but still the job satisfaction level of multinational companies is high.
RECOMMENDATIONS
From the findings and conclusion of the study the researcher feel to give the following suggestions and recommendations:
In
local
companies,
the
workload
should
be
divided
equally among the employees and the management should revise the overall setup. By providing friendly atmosphere, arranging business dinners and parties in local companies, the management can create interest in its employees to work hard. The mid-managers must be committed and enthusiastic to the jobs so hey could get more satisfaction as compare to their friends and others. The managers in local companies should take their job as a hobby. It will help to keep them relax and not to get bore at job. The managers of multinational companies have to focus at their present jobs until they get some better
opportunity to their employees for their growth. This research is helpful for the employers, employees as well as for the fresh graduates. Further research should be done in this area to explore more companies and to indicate various other factors that play vital role in job satisfaction of the employees because
References
Brown, Mark G. (1996). Keeping Score: Using the Right Metrics to Drive World-Class Performance. New York: Quality Resources. Callahan, et. al. (1986) Understanding organizational behaviour. New York: Charles.E. Marill publishing company. Cascio, W.F. (1982). Applied psychology in personal Management. Columbus Reston publishing company Inc Challah, F. (1991) Understanding organizational behaviour. New York: Charle E.Merril publishing company. Cranny, C. J., Smith, P. C., and Stone, E. F. (1992). Job Satisfaction: How People Feel About Their Jobs and How It Affects Their Performance. New York: Lexington Books. Dubrin (1981), Human relation: A job oriented approach. 2nd Edition, Reston Publication Company Joseph, G. E. (1997) Herzbergs theory of motivation and Masllows hierarchy of needs. Retrieved April 11, 2006 from http www. Barary/: educationcanda .com/a2/a2-19 html Hardman, R, Teresa Leary, A, Paul and Toth, e, Powell. (2000). Job satisfaction of female; publish school Administration in west virgina. Retrieved April 11,2006 from www.nationalforum.com/HARDMANAER/0.003 html Hayat & Skindar. (1998). A study of factors to job satisfaction in university of the Punjab.Unpulished Doctoral Dissertation IER, University of the Punjab Lahore Herzberg, F., Mausner, B., Peterson, R. O., and Capwell, D. F. (1957). Job Attitudes: Review of Research and Opinion. Pittsburgh: Psychological Service of Pittsburgh Imam, Sohail, Syed (1998). A study of factors relating to job satisfaction among university teachers in Punjab, unpublished Doctoral Dissertation, psychology department, university of the Punjab Lahore Ivancevich, J.M.et-al. (1999). Organizational Behavior and Management.Boston: Ilurn McGraw Hill
J
Kaya, Ebru, (1950). Job satisfaction of librarians in developing countries. Retrieved April 12, 2006, from http www.ifla.org/Iv/ifla /61/61-kaya html
Krejei, Paul Taroslav, Kvopil & Jiri, Semard (1996), The relationship between job satisfaction, job frustration & attitude towards professional ethical behavior among police officers. Retrieved April 14, 2006, from www.ncjrs.org.policing/re 1961.html. Locke, Edwin A. (1976). The Nature and Causes of Job Satisfaction. In M. D. Dunnette, Edition., Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally. Luthan, F. (1995). Organizational behavior .New York. McGraw Hill, Inc. Maslow, Abraham. H. (1943). A Theory of Human Motivation. Psychological Review 50:370396 Mitchell, T.R.et-al (1987). An introduction to organizational behavior. New York: McGraw Hill, Inc. Robbins, S.P. (2002), International Inc. Organizational Behavior, International Edition, Prentice-Hall,
Russel, T, Marie (2001), Are you happy with your job. Retrieved April 14, 2006, from www.employersatisfaction.com Schester, M. (1979). The aging workers. Landon: Sage publication Sharon A. DeVaney and Zhan Chen (2003) Retrieved http://www.bls.gov/opub/cwc/cm20030522ar01p1.htm April 14, 2006 from
Simmons, R.E. (1978, p94). Meaning Behavior process Application of theory and research New York: ANM publishing corporation. Smith, P.C, et. al. (1969) The measure of satisfaction in work and retirement. Chicago: Rand McNally Smith, P.C. at-al. (1992). Development and validations of the stress: in general SIG Scale: Paper presented at the 7th annual society for industrial and organization psychology convention. Montreal: Canda Tickle; Les (1994). The induction of new teachers (reflective professional practice). Printed and bound in Great Britain by Redwood books Trowbridge, Wiltomine.U K. Travan, T, Chery, Cooper, L, Can, (1996). Teachers under pressure stress in teaching professional, New York. New Fette Tane London. Vij, Nichni. (2000). How to choose a career that will bring you satisfied. April 12, 2006, from www.dinsol.com/educationindex/counselling. Welch, Tom (2001) Career satisfaction and job search success. Retrieved April 12, 2006, from www.workhappy.com/preview.html.
APPENDIX A
1. Bank Allfalah Private Limited, Lahore. 2. Standar Charted Bank Private Limited, Lahore. 3. Total Parco Pakistan Private Limited, Lahore. 4. Paktel Limitd,Lahore. 5. Telenor Telicommunication,Lahore. 6. Gawader Builders and Companies, Lahore. Associates Group of
7. ICC Private Limited, Lahore. 8. ICC Textile Limited, Lahore. 9. Izhar Concrete Private Limited, Lahore.
10
APPENDIX B QUESTIONNARE
We are under mentioned; intend to compare the level of job satisfaction among the middle management of local companies and multinational companies. By filling this questionnaire, you would contribute towards the much needed research work in Pakistan. Thank you very much.
Rate the following statements according to their importance KEY: SA = Strongly Agree A U = Agree = Undecided
= Disagree
SD = Strongly Disagree
S .No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Questions
I consider my job rather unpleasant. It seems that my friends are more interested in their jobs. I am often bored with my job. Most of the time I have to force myself to go to work. I feel that my job is no more interesting than other I could get. I definitely dislike my work. Each day of work seems like it will never end. My job is pretty uninteresting. I am disappointed that I ever took this job. My job is like a hobby to me. My job is usually interesting enough to keep me from getting bored. I enjoy my work more then my leisure time. I feel fairly satisfied with my present job. I am satisfied with my job for the time being. I feel that I am happier in my work that most other people. Most days I am enthusiastic about my work. I like my job better than the average worker does. I find real enjoyment in my work.
SA 1
A 2
U 3
D 4
SD 5