Relationship between Top Management and Career Progression

The provided content is an interview transcript about the working environment, job satisfaction, and career growth in a particular organization. The participants are employees who have been working at the organization for several years. They share their experiences about being promoted, feeling stuck in their positions, and dealing with issues related to their managers. Some employees express frustration with the lack of clear guidelines, unfair treatment, and limited opportunities for growth. Despite some challenges, most employees seem satisfied with their jobs and appreciate the variety of work. However, they are concerned about the impact of poor management on their career prospects and overall job satisfaction.

Research Methods
Course Qualitative Assignment
“Employee Job Satisfaction and Performance”
Prepared by: 2013103076
Submission due date: 6 April 2014
Submission actual date: 6 April 2014

TABLE OF CONTENTS
1. INTRODUCTION................................................................................................2
1.1. Background.....................................................................................................2
1.2. Problem Statement.........................................................................................2
1.3. Aim and Objectives........................................................................................3
1.4. Scope of the Study..........................................................................................3
1.5. Research Questions........................................................................................3
2. Literature review..................................................................................................3
2.1. Definition of Job Satisfaction and Performance.........................................3
2.2. Evolution of Job Satisfaction and Performance..........................................5
2.3. Significant of Job Satisfaction and Performance........................................6
3. Conceptual Framework........................................................................................8
4. Methodology..........................................................................................................8
5. Data Analysis and Main Findings.......................................................................9
5.1. Incentive and Reward System.......................................................................9
5.2. Pay...................................................................................................................9
5.3. Promotion and Career Progress.................................................................10
5.4. Working Environment and Nature of Work.............................................10
5.5. Relationship with Superiors........................................................................10
5.6. Performance Measurement.........................................................................11
5.7. Relationship with Co-worker......................................................................11
5.8. Reasons for Leaving the Organization/ Department................................11
6. Discussion............................................................................................................12
7. Conclusion and Recommendation.....................................................................13
8. References............................................................................................................15
9. Appendices...........................................................................................................18

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ABSTRACT
Purpose: The main aim of this study is to examine the relationship between job
satisfaction and job performance among CompanyZ’s employees. The study focuses
on four dimensions of job satisfaction; pay, nature of work, promotion co-worker and
supervision.
Methodology: A focus group is main method used to collected empirical data. For
data analyses and examine the relationship between job satisfaction and performance
a qualitative research method is used.
Finding: The outcomes of the research prove the proposed hypotheses and support
the positive relationship between job satisfaction and performance. It also shows that
the satisfaction level among employees is very low.
Recommendation: CompanyZ is recommended to improve the discussed factors of
job satisfaction in order to enhance the job performance. For future research, other
factors of job satisfaction and performance to be considered.
Keywords: Employee satisfaction, Job satisfaction, Employee performance, Job
performance
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1. INTRODUCTION
1.1. Background
Several organizations around the globe attempt to improve their employees’
satisfaction as it influences their performance and the overall performance of the
organization. They believe that the more satisfied the employees are, the higher the
performance will be and this will lead to a high retention of their employees.
Satisfied employees are more likely to give out their best and work as expected or
beyond. In addition, they will keep working for the organization longer and tend to
reject competitive job opportunities. Consequently, the organization will save money
on recruiting and training new employees. Saker (2003) says that the longer the
organizations retain their employee, the less money will be spent on training the new
hired employees.
Brayfield & Crockett (1955) believe that job satisfaction is a major part to study while
considering job productivity because the social image of the organization is linked
with its reputation. Therefore, employees who are satisfied will always give a good
reputation for the organization.
1.2. Problem Statement
Employees working at Sharjah Investment and Development Authority (CompanyZ),
a semi-government organization that manages development projects in Sharjah, play a
crucial role and considered as one of the key resources; therefor, CompanyZ invests
on training and developing them to perform their duties efficiently. Unfortunately,
every year a number of employees move to another organization that offers them
better benefits, position, incentive and may be a better work environment. Low
employees satisfaction and performance is also another issue that challenges and
affects CompanyZ’s performance and precludes the organization from achieving its
goals. Therefore, employee’s retention is considered as a challenge and costly for
CompanyZ.
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1.3. Aim and Objectives
The main purpose of this study is to investigate and analyze the relationship between
employee job satisfactions and performance and the influence of job satisfaction
different factors such as pay, promotion, work duties, supervision and co-workers on
employee performance. Another objective is to identify the main factors of job
satisfaction that have a great impact on employee performance. Moreover, measure
the level of job satisfaction among CompanyZ’s employees.
1.4. Scope of the Study
This research paper will focus on studying and analyzing the effect of job satisfaction
on employee performance. Both primary and secondary data have been collected
through focus group and telephone interview as well as previous research studies.
Based on the research findings, a valid conclusion has been drawn and
recommendations are made where further studies on this subject are suggested.
1.5. Research Questions
The primary query is to examine the relationship of job satisfaction and job
performance. This research will also try to answer questions such as the level of
employee satisfaction in CompanyZ and its destination and what are the tools used to
measure their performance. Furthermore, how the factors of job satisfaction influence
employee performance and which one is the most important factor from employee’s
perspective
2. Literature review
2.1. Definition of Job Satisfaction and Performance
Odom et al. (1990) view job satisfaction as the level of positive or negative feelings
employee have towards their job. It is generally known as a multidimensional concept
that involves employees experience towards job elements.
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(Spector 1997) says job satisfaction is not only the feeling of employees toward their
work, but also their feelings about different facets of the job. He says that the study of
job satisfaction has two approaches: the global approach, which is about individual
overall feeling about the job, and the second one is facet approach, which is about the
various factors of job satisfaction. Spector (1997, p. 7) links employee job satisfaction
with the way employees think, feel and see their jobs. Fraser (1983) says that job
satisfaction is not a unitary aspect. For instance, an employee could be satisfied with
one factor like pay; however, dissatisfied with other factors such as promotion.
Luthans (2005) says that job satisfaction covers three dimensions. The first one is the
emotional reaction to job satisfaction, which can be inferred but not seen. The second
dimension can be identified by employee’s outcome whether meet or exceed
expectations. The third one represents many related attitudes. He states that the most
significant factors affecting job satisfaction are pay, promotion, nature of work, co-
workers and supervision.
Brief & Weiss (2002) say that employee’ affective experience are causes of
satisfaction and suggest that organization can take advantage of reports on employee’s
influence at work to measure the job satisfaction level. Brown & Peterson (1993)
define employee satisfaction as employee’s affective experience toward factors of job,
which means employee’s feelings about the job.
Brayfield & Crockett (1955) define performance as the overall productivity of an
organization. They state that job satisfaction and performance are not directly linked
to each other; however, performance is a result of organization’s internal factors of
business culture and job satisfaction. They explain in one of their studies that
recruitment and dismissal patterns can be considered as factors of employee’s job
satisfaction.
To summarize, job satisfaction is the level of positive response employees have about
their job and overall environment at their organization such as colleague, pay,
promotion and managers, which considered as evidences and can help the
organization to improve or sustain high level of job satisfaction. This means that the
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higher the level of positive energy, the higher the job satisfaction would be.
2.2. Evolution of Job Satisfaction and Performance
Decades ago, (Judege, Thoresen, Bono & Patton, 2001) say that many researchers
have studied the relationship between job satisfaction and performance. Brayfield &
Crockett (1955) publish a review on job satisfaction relations with performance and
conclude that their relationship is inconsiderable. However, it is very important to
mention that the limitation to their review is due to the small number of primary
research at that time.
Since then, many reviews on this subject have been conducted, but the perception of
the relationship is different and researchers agree that job satisfaction has a great
impact on performance. For instance, (Herzberg et al. 1957) say that their studies
show a systematic relationship between the two and state that the low correlation
among the two in their previous study is because of the wrong measuring tool used.
Based on their studies, (Herzberge et al. 1959) formalize their theory that states both
job satisfaction and dissatisfaction are affected by different factors; therefore the same
continuum can not be used to measure them.
Other researchers such as Locke (1970) and Schwab & Cummings (1970) say the
common thing between job satisfaction and performance studies and reviews is the
need for a theoretical work about satisfaction, performance and relationship between
the two. Furthermore, Schwab & Cummings (1970) state that an early focus on their
relationship is a challenge because of the lack of relevant theories.
Years later, many researchers start studying job satisfaction and performance
relationship. For example, Iaffaldano & Muchinsky (1985) carry out extensive studies
and find out a mean correlation of 0.17 between satisfaction and performance,
consequently they conclude that they are slightly related. Landy (1989) describes their
relationship as the “Holy Grail” of Industrial psychology.
Judge et al. (2001) state that the studies of Locke (1970), Schwab & Cummings
(1970) conclude that there is a link between the two; therefore, they investigate
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further the satisfaction and performance relationship and look at the possible mediator
and moderators of the relationship. They find out a true population correlation of 0.30,
which is different than the one obtained by Iaffaldano & Muchinsky (1985) who only
study the relationship at facet level, but not global level.
Judge et al. (2001) argue that seven models can describe job satisfaction and
performance relationship. Out of these seven models, some consider the relationship
as “unidirectional” which means either job satisfaction lead to job performance or
vice versa. One model indicates that the relationship is “reciprocal” which is
supported by Wanous (1974) research. The theory of reciprocal model says if
satisfaction is extrinsic, then performance is a consequence of satisfaction, whereas, if
satisfaction is intrinsic, then performance causes satisfaction. “Alternative
Conceptualizations of job satisfaction and/ or job performance” is the final model,
which discusses the great change in one’s performance due to the change in job
satisfaction.
Isen & Baron (1991) and George & Brief (1996) both found that employee’s attitudes
are reflected in their job performance. If this is the case, then we can argue that there
is a relationship between employee job satisfaction and performance.
2.3. Significant of Job Satisfaction and Performance
The significant of studying job satisfaction results from two critical outcomes.
Ellickson & Logsdon (2001) say that job satisfaction attributes to the enhancement of
employee productivity and reduces absenteeism and turnover, accordingly improves
organization effectiveness. Furthermore, Wright & Davis (2003) state that the benefits
given to employees at their organization will be reflected on their productivity, skills,
effort and creativity; consequently the employees will be ready to give back to their
organization. The other important outcome is the negative impact of low job
satisfaction, which includes withdrawal behaviors, low profit and high cost, thus
dissatisfied customers (Zeffane et al., 2008).
On the other hand, Campbell et al. (1990) claim that job performance comprises of
notable actions and activities done by employees that are significant to the
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organization’s goals. The important of performance is linked to high productivity and
according to Murphy (1989) performance should address the behaviors before
outcomes as aiming on outcomes may bring about other unwanted behaviors such as
looking for the easiest way to perform the tasks in order to achieve the desire
outcomes. He considers it as detrimental to the organization, as other critical behavior
will not be performed.
Milliman et al (2008) believe that employees are a vital resource for the organization
and their feeling towards work will be reflected on their outcome. This means if
employees are demotivated and not treated equally, their performance will be low and
may not support the organization to achieve its desired goals.
Smith et al. (1969) believe that pay is one of the most significant facets of job due to
its positive impact on job satisfaction. They also say that most pay’s models show the
positive outcomes of pay on job satisfaction, thus job performance.
Chen & Silverthorne (2005) say that stress causing by workload has a significant
impact on satisfaction level and performance. According to them, high stress may
result in low satisfaction and have negative impact on performance.
Researchers believe that job satisfaction has positive impact on the organization such
as high organizational citizenship behaviors (Organ & Ryan 1995), low
counterproductive work behavior (Dalal 2005) and less absenteeism (Hardy et al.
2003). These outcomes encourage researchers to study the relationship between job
satisfaction and job performance.
The following are the main hypotheses to be studied in their research:
H1: There is a positive relationship between job satisfaction and job performance
H2: There is a positive relationship between job satisfaction dimensions and job
performance.
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3. Conceptual Framework
Based on the following conceptual framework, which shows the independent and
dependent variables that has been drawn from the literature review, research
objectives will be identified and study questions will be structured in order to conduct
the research.
4.
Methodology
The purpose of the research has been explained to participants and they show interest
in taking part in this study. Participants have been informed about the confidentiality
of their data and reminded that their identities will remain confidential. In addition,
the right to withdraw at any time has been clearly communicated to them.
Focus group was the key method used for collecting primary data and telephone
interview was used to obtain further information. The main reason for choosing focus
group was to benefit from the group interaction to generate data and give more insight
into the subject, which will be less accessible by using other methods (Morgan 1990).
RES501 - Course Qualitative Assignment
Demographic (Independent)
 Gender
 Age
 Education
 Intelligence
 Race
Job Satisfaction (Independent)
 Pay
 Promotion
 Nature of work
 Supervisors
 Co-workers
Job Performance (Dependent)
 Productivity
 Absenteeism
 Turnover
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The selected methods will help in gaining a detailed insight into whether employees
are satisfied and the effect of job satisfaction on performance. Furthermore, their
feelings toward the job satisfaction different factors and how the organization can
enhance its employees’ job satisfaction.
5. Data Analysis and Main Findings
For this study, a total of 4 full-time employees working at CompanyZ participated in
the discussion. Out of 4, two are male, so the percentage of female is 50% and their
age group is between 20-35 years. All participants are at non-managerial positions
and from different departments. Appendix (1) shows the transcription of the focus
group.
5.1. Incentive and Reward System
Most of the comments express negative feeling about the incentive and reward system
and all respondents agreed that there is no financial reward system, except for
directors and mangers. One of the interviewee stated that before the financial crisis,
which hit the world in 2008, bonuses were given to all staff. Another one said that the
current bonus system is unfair as it is only limited to those at higher position and will
force him to seek a new career. The owed days system replaces the overtime system
and those who work in events department get a day-off for the extra hours they work
on the event.
A number of negative statements were expressed towards the reward system such as
“there is a bonus system, but it is limited to certain people form certain positions
only” and “I do not attend all activities organize by the organization or bother myself
and do extra work”, whereas the positive statement was “we have owed days system”.
Overall, the staff were dissatisfied with incentive and reward system, thus affect their
productivity level and turnover level.
5.2. Pay
Most of the responses were negative and interviewees stated that salaries are not
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being paid equally, although they are linked to the government system. The discussion
raised a new fact, which was unknown for some and made them to change their
opinion later. Some employees receive a higher salary comparing to their colleagues
who have same qualification and at the same grade level because they are included in
Sheikha Bodour’s salary increment of 30% that has been ordered in 2008. This seems
to contribute to the negative responses “…unfair for excluding us from the H.H.’s
reward”. However, one of the respondents states that he receives a higher salary in
comparison with his colleague working in other department because of his work
nature.
5.3. Promotion and Career Progress
Respondents took time to answer this question and the question was repeated twice.
Their responses were overwhelmingly on the dissatisfied side and they were
dissatisfied with discrimination in their organization and worried about their career
progress and growth. They said it is not easy to move up the ladder unless you know
the right person in top management to get a promotion. They also felt stuck in their
position as stated, “I have been stuck in my position for 6 years”. It seems that the
promotion is not linked to performance and a number of employees remain in their
position for years as stated.
5.4. Working Environment and Nature of Work
The majority of participants (75%) are satisfied about the work and they like what
they do. However, one said that he is not satisfied and requested for a transfer to
another department. The main reason is that his “manager lacks the leadership skills”
and not giving him clear guidelines to performing his duties. We can conclude that
most employees are satisfied about their job and only a few are not satisfied and this
impacts their performance negatively.
5.5. Relationship with Superiors
Overall, most participants have issues with their line managers and are not satisfied.
Some hate to stay in the office when the manager is around and regularly take sick
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leaves. However, some managers involve their team in decision-making and ask for
their advices. Surprisingly, one participant said that her manger lacks the experience
in her field; therefore, she asks for her advices. The analysis also shows that any
dereliction from managers in sharing necessary information will affect employee
productivity. It seems that the unhealthy relationship with mangers increases
absenteeism level, whereas, involving employees in decision-making process plays a
significant role in increasing employees’ satisfaction, accordingly improving their
performance.
5.6. Performance Measurement
The results reveal that measuring employee performance is not systematic; however,
they mentioned that their line managers give them feedback on their performance
regularly and they considered these comments and feedback as area for improvement
to improve their performance. The performance measurement tools mentioned were
employee appraisal form, face-to-face discussion and online request management
system (RMS). We can conclude that the regular performance feedbacks given to
some employees at the organization enhances their skills and attitudes, thus their
performance.
5.7. Relationship with Co-worker
Overall, participants are satisfied about their relationship with other employees within
the organization. Although misunderstanding occurs, they overcome this issue and
count on each other strengths to perform their duties. It can be said that the good
relationship with co-work enhances employee job satisfaction and motivate them to
work as a team, thus improve performance.
5.8. Reasons for Leaving the Organization/ Department
During the interview, “request for a transfer” was mentioned a number of times,
which means that they are not satisfied. Surprisingly, all participants agreed that
managers would be the primary reason for leaving. Another important reason, which
makes employees worried about their future in the organization, is the lack of ability
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to move forward in career. Moreover, participants said that they are stressed due to
the increasing amount of workload and tasks put on them because of the lack of staff.
Other reasons include discrimination, salaries and lack of training. The stress and
dissatisfaction level seem to affect employees’ ability to perform their duties as
expected.
Overall, the analysis shows that the level of satisfaction among employees is low and
they are not satisfied with the majority of the job satisfaction factors; pay, promotion,
supervision. However, the employees are satisfied with their co-workers and most of
them like the work they do.
To summarize, the analysis shows that employee job satisfaction has a positive
relationship with job performance; if satisfaction level is high then performance is
high and this verify hypothesis (1). The analysis also reveals that the relationship
between employee and their superiors play a vital role in reducing the absenteeism
level and turnover. Furthermore, job satisfaction factors such as pay, promotion,
workload, managers and co-worker express the level of employee satisfaction and
have a direct influence on employee performance and this prove hypothesis (2)
6. Discussion
The results of empirical data support previous researches about job satisfaction’s
influence on performance. As Ellickson & Logsdon (2001) state that job satisfaction
leads to high productivity and low absenteeism, the analyses of the empirical data
show that a number of employees are absent regularly or request for a transfer to
another department as they are dissatisfied with their managers. While involving them
in decision making and empowering them to take right decision results in improving
the performance. In addition, the continuous feedbacks given to employees on their
performance by their managers help to improve their efficiency and productivity,
accordingly, their performance. So, a systematic performance measurement should be
considered by the organization.
Moreover, employee’s greater dissatisfaction with promotion and career progress
reduces their productivity level and thus affected their performance. Furthermore, if
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the situation will remain as it is, the employees will seek new career and this will
increase the turnover percentage and put extra cost on the company to recruit and train
the new hired employees. Wright & Davis (2003) believe that benefits offered to
employees by their organization will be noticed on their productivity level and they
will be happy to give in return. Therefore, if the organization’s strategy is to enhance
its performance, then linking promotion and career growth with performance will
encourage employees to give out their best and improve their performance in order to
get a promotion and this will be reflected on the organization’s performance.
The findings also show that some employees feel stress because of the workload and
as Chen & Silverthorne (2005) state workload’s stress has a great impact on employee
satisfaction, thus their ability to perform. Furthermore, co-workers relationship shows
that employees are satisfied with each other and tend to assist and count on each
other’s strength to perform their work. In order to reduce the stress of workload,
sufficient number of employees to be hired to fill in the vacant position within the
organization.
The result for pay satisfaction level is surprising as salary system is linked to the
government system, therefore, employees at same grade should be paid equally and
the variation should reflect the years of service only. However, they are being paid
unequally due to the salary increment given to employee who joined prior to 2009. As
a result, a number of employees do not attend the organization’s events. As Milliman
et al (2008) state, if employees are not treated equally this will demotivate them and
their satisfaction will be low, accordingly their performance. So, if performance needs
to be improved, CompanyZ has to study the salary structure, its policy and treat its
employees equally.
7. Conclusion and Recommendation
Based on the information obtained from the literature review and the result of
empirical data, we can conclude that satisfied employee tend to server the
organization for years, be more productive and less absent, thus it will be shown on
their performance.
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Almost all researches have some limitation that has an influence on data,
consequently the quality of the study. This research encounters the following
limitation:
 Lack of skills in conducting focus group interview and this affected the collection
of primary data. Therefore, a telephone interview has been utilized to obtain
further information.
 The time allocated for this research is not enough to target a large sample size, so
the sample size was limited to 4 people.
For future research, it is recommended to consider the influence of job satisfaction
different factors on performance’s different dimensions such as work skills, quality of
work, quantity of work and innovations. In addition, a larger group of people to be
interviewed and a comparison between government and private sectors to identify the
different factors that affect employees performance in each sector.
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8. References
Brayfield, A.H. & Crockett, W.H. (1955). Employee attitudes and employee
performance. Psychological Bulletin, vol. 52 (5), pp. 396-424.
Brief, A.P. & Weiss, H.M. (2002). Organizational behavior: affect in the workplace.
Annual Review of Psychology, vol. 53, pp. 279-307.
Brown, S.P. & Peterson, R.A. (1993). Antecedents and consequence of salesperson
job satisfaction: meta-analysis and assessment of casual effects. Journal of Marketing
Research, vol. 30 (1), pp. 63-77.
Campbell. J.P., McHenry. J.J. & Wise, L.L. (1990). Modeling job performance in a
population of jobs. Personnel Psychology, vol. 43 (2), pp. 313-575.
Chen, J. & Silverthorne, C. (2005). The impact of locus of control on job stress, job
performance and job satisfaction in Taiwan. Leadership & Organization Development
Journal, vol. 29 (7), pp. 572-82.
Dalal, R.S. (2005). A metal-analysis of the relationship between organizational
citizenship behaviors and counterproductive work behavior. Journal of Applied
Psychology, vol. 90 (6), pp. 1241-55.
Ellickson, M. & Logsdon, K. (2001). Determinants of job satisfaction of municipal
government employees. State Local Government Review, vol. 33 (3), pp. 173-84.
Fraser, T.M. (1983). Human Stress, Work and Job Satisfaction. Geneva:International
Labor Office.
George, J.M. & Brief, A.P. (1996). Motivational agendas in the workplace: the effects
of feelings on focus of attention and work motivation. Research in Organizational
Behavior: An Annual Series of Analytical Essays and Critical Reviews, vol. 18, pp.
75-109.
Hardy, G.E., Woods, D. & Wall, T.D. (2003). The impact of psychological distress on
absence from work. Journal of Applied Psychology, vol. 88 (2), pp. 306-14.
Herzberg, F., Mausner, B. & Synderman, B. (1959). The Motivation to Work. New
Jersey:John Wiley & Sons, Inc.
Herzberg, F., Mausner, B., Peterson, R.O. & Capwell, D.F. (1957). Job attitudes:
review of research and opinion. Pennsylvania:Psychological Service of Pittsburg.
Iaffaldano, M.T. & Muchinsky, P.M. (1985). Job satisfaction and job performance: a
meta-analysis. Psychological Bulletin, vol. 97 (2), pp. 251-273.
Isen, A.M. & Baron, R.A. (1991). Positive affect as a factor in organizational
behavior. Research in Organizational Behavior, vol. 13, pp. 1-53.
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Judge, T.A. & Bono, J.E. (2001). Relationship of core self-evaluations traits--self-
esteem, generalized self-efficacy, locus of control and emotional stability--with job
satisfaction and job performance: a meta-analysis. Journal of Applied Psychology,
vol. 86 (1), pp. 80-92.
Judge, T.A., Thoresen, C.J., Bono, J.E. & Patton, G.K. (2001). The job satisfaction-
job performance relationship: a qualitative and quantitative review. Psychological
Bulletin, vol. 127 (3), pp. 376-407.
Landy, F.J. (1989). Psychology of Work Behavior. California:Brooks/Cole Publishing
Company.
Locke, E.A. (1970). Job satisfaction and job performance: a theoretical analysis.
Organizational Behavior and Human Performance, vol. 5 (5), pp. 484-500.
Luthans, F. (2005). Organizational Behavior. 10th edn. Boston:McGraw-Hill.
Milliman, J.F., Ferguson, J.M. & Czaplewski, A.J. (2008). Breaking the cycle.
Marketing Management, vol. 17 (2), pp. 14-17.
Morgan, D.L. (1990). Focus Groups as Qualitative Research, California:Sage
Publication, Inc.
Murphy, K.R. (1989). Dimensions of job performance. New York:Praeger.
Odom, R.Y., Boxx, W.R. & Dunn, M.G. (1990). Organizational culture, commitment,
satisfaction and cohesion. Public Productivity and Management Review, vol. 14 (2),
pp. 157-69.
Organ, D.W. & Ryan, K. (1995). A meta-analytic review of attitudinal and
dispositional predictors of organizational citizenship behavior. Personnel Psychology,
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Saker, A.H., Crossman, A. & Chinmeteepituck, P. (2003). The relationship of age and
length of service with job satisfaction: an examination of hotel employees in
Thailand. Journal Managerial Psychology, vol. 18 (7), pp. 745-85.
Schwab, D.P. & Cummings, L.L. (1970). Theories of performance and satisfaction: a
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Smith, P.C., Kendall, L.M. & Hulin, C.L. (1969). The Measurement of Satisfaction in
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Wright, B. & Davis, B. (2003). Job satisfaction in the public sector: the role of the
work environment. American Review of Public Administration, vol. 33 (1), pp. 70-90.
Zeffane, R., Ibrahim, M. & El Mehairi, R. (2008). Exploring the differential impact of
job satisfaction on employee attendance and conduct: the case of a utility company in
the United Arab Emirates. Employee Relations, vol. 30 (3), pp. 237-50.
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9. Appendices
Appendix (1) Employees Job Satisfaction Survey (Focus Group)
The focus group interview was recorded and then transcribed. Only answers, which were related to the
questions, were considered.
General Information
Name Male (1) Male (2) Female (1) Female ()
Age Group 25-30 20-25 25-30 25-30
Marital
Status Married Single Married Married
Education Bachelor degree Bachelor degree College
Certificate Bachelor degree
Tenure 5 1 year and 4
months 8 8
1. How do you feel about incentive and reward system of the organization? How does it affect
your performance? (Pay)
Male (1) There is no such a system in our organization, but we have owed days
system. If we work over time, they calculate the hours and then give us
owed days. For every 8 hours accumulated during the weekdays we get 1
day-off and for every 4 hours during weekdays or holidays we get 1 day-
off.
….
In reply to male (2) question. Not exactly, sometimes they give us owed
days especially if we work more than 12 hours a day and the event was
successful.
Male (2) Well, this is my second year in the organization and I have not received
any reward on the extra works I did, except the yearly increment, which is
set by the government. For this reason I don't involve in the organizations
activities. Regarding what my colleague just said, the owed days is only for
certain people, only those working in a shift basis and events people, but
now events people do not have owed days. Am I right, male (1)
Female (1) Before 2009, we were given bonuses every year, a full salary at the end of
the years. But now bonuses for top management, directors and mangers and
we do not receive any.
Female (2) Agree with female (1) and just want to add that as far as I know that there
is a bonus system, but it is limited to certain people form certain positions
only. It is for higher management only, directors and mangers. I also want
to add that my grade is similar to a number of managers and my degree is
higher. I have a bachelor degree and they hold a diploma certificate,
however I do not receive any bonus. Regarding the performance, I do not
attend all activities organize by the organization or bother myself and do
extra work. Only when I am in the mood I help others
2. In comparison with your colleagues in your organization who have similar qualifications, do
you feel you are being paid fairly? Why? (Pay)
Male (2) As far as I know, I am being paid as per the government salary grade. So I
would say it is fair
....
Later,
For me, what male (2) said is first time to hear it and I think we should be
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treated equally regardless the year we join the organization. So for me it is
fair that my salary is as per the government standard, but unfair for
excluding us from Sheikha’s salary reward, 2008. I think this will force me
to seek a new job where all employees are paid equally.
Male (1) Not at all, those who join the organization before 2009 are being paid
higher than us because they were included in the H.H.’s reward. However
because of the nature of my work, my salary is a bit higher than those who
have same qualification and same grade as mine, regardless the year of
experience.
Female (2) Well, by comparison, my salary is a bit lower than their salary as I said
before my grade is similar to them but my degree is higher but still my
salary is lower. I believe it is unfair and I think the salary system to be
linked to the qualification and grade system.
Female (1) I have been working for the company for more than 7 years, but have not
received any increase on my salary other than the yearly increment and
government increase. But do you think you are being paid fairly? No
answer.
....
Later,
I agree with what my colleagues just said.
3. How do you feel about promotion and career progress with the organization? (Promotion)
Note: Respondents took time to answer the question and the question was repeated twice
Male (1) Hmmm… I have been working for the company for more than 4 years and
have not got any promotion. Whereas, others have just completed one year
and got upgrade. I am disappointed. I think the reward system is to be
linked to performance. It is unfair to give a promotion for someone just
because of his good relationship with the top management or they are
cousin.
Female (2) Yes, what male (1) said is true. I think here if you are liked by the top
management, you will be promoted quickly. If not, even if your
performance is high you will remain in your position for years.
….
Yes, me too. I got my promotion after 6 years
Male (2) For me this is my 2nd year, but notice the discrimination. With regard to my
career progress I do not know what to say, but I have requested my career
path and till now have not received anything from the HR department or
my manager.
….
Having known that female (1 and 2) got their promotion after 6 years,
make me feel worry about my career future… ummm. If this will happen to
me I will defiantly look for a new job
Female (1) What have been said is true, I have been stuck in my position for 6 years
and then I was promoted. So if this we remain as it is I expect my next
promotion will be after 5 years from today. Have you discussed your
career path and growth with your manager? Yes, many times, but
nothing happed. The promotion I got was because of the organizational
restructuring and the need to fill in the vacant position.
4. What is your feeling about the working environment and work you do, are you satisfied
about it? (Nature of work)
Male (1) Comparing to other organization, I feel happy that I work at this
organization. I like what I am doing because I do not like routine job and
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working on event means the work is varied, although all events follow the
same process management. But for me each event is unique even our
annual events, every year we have something different.
…. Yes, she bothers us with the standard (laughing)
Female (2) Me too. I like my job. I even rejected two internal offers because I like
what I do. It also gives me the chance to work closely with other
department. For instance with events (interrupted by male (1) and laughed
on what he said)
…. Continued
ohh, yeah I think the staff heats us here because we keep reminding them
of the standard.
Back to the question, overall I am satisfied with working environment and I
like my work.
Female (1) I feel satisfied about my job
Male (2) I do not like what I do, therefore, I requested for a transfer. May I know
why? Well, my manger lacks the leadership skills and dumps on the works
on us. There is no justice in delegating tasks and no clear guidelines.
5. How do you feel/ describe your relationship with your superiors? Do you get along well with
them? (Supervision)
Male (1) My relationship with my line manager is not that good, but with her
manager is good. Sometimes, if she rejects my leaves request, I discuss the
issue with her line manager and he approves my request. What about
decision-making, does she allowed you to take decision? Yes, she
always involves the team in decision-making and my job requires me to
take decision in the spot when we have event. I can not wait for my
superiors’ decision, otherwise it will be late and may affect the events
success.
Female (1) I do not like the way my manager treats us. She does not give us all the
information needed to perform our duties, which affect the end results, thus
our performance. If mistakes happen, she blames us even if she the main
person responsible for the mistake. How does this affect you? I hate to
come to office when she is in and regularly send her text msg informing her
that I am off sick today.
Female (2) Well, most of the time she asks for my advices especially when it comes to
quality and standard because she still lacks the experience in this field.
What do you mean by lacks the experience? Well, she was event
manager and because of the issue with her manager, she was transfer to my
department with the same position level “manager”. So, your manager
had issues with her former manager and was transferred. I see..
Male (2) Not good at all. I went many times to the HR to discuss the issues with
them. However, I have not seen any improvement. For this reason, I asked
for a transfer.
6. How is your performance measured and how often? Does you manager inform you about the
progress of your performance (Supervision)
Male (1) Twice a year my manager appraises my performance. If any of the event I
organized was not successful this will affect my performance negatively
and my manger talk to me about during the event preparation and after the
event
Male (2) My manager monitors the progress of my performance through the online
RMS system. He divides the number of purchasing requests I own by the
total. If the percentage is low comparing to my colleague then he delegate
some of the requests own by other team member to me.
Female (2) I have been working here for more than 6 years and I was appraised only 3
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times. Assessing employee’s performance is not systematic.
My previous manager used to give me feedback on my performance and
give me guidelines on how to improve my performance, although he did
not appraise my performance officially
Female (1) Using the appraisal system of the HR department. It is done once a year.
My manager always comment on my work, most of time negatively, but I
consider most of her comments are area for improvement to improve
myself
7. How do you describe your relationship with other employees? (co-worker relationship)
Male (1) Yes, sometime misunderstanding happens, but I would say that I have a
good relationship with all. We help each other in organizing events
Female (1) In terms of work, it is very good. I do not have issue other co-workers, but
as male (1) said misunderstanding happen but it does not mean the
relationship is poor.
Male (2) I would say good and we help each other at work.
Female (2) Me too it is good and we count on each other strength to finish the work
8. If you were to choose to leave your organization, what would be your primary reason?
(General)
Female (2) My manger would be the main reason. As I said before I do not like the
ways she treats us. I even do not like to stay in the office when she is
around. Workload resulted from the shortage in staff and growing business
Other things would be my career development. If I will stay in this position
for more than 3 years then I will consider new opportunities.
Female (1) For me the main reason would be my manager. If my manger does not
appreciate my work or reward me for my high performance I will request
for a transfer. If my request got rejected, then I will resign. Other reason
would be salary, lack of training and career growth and …. Oh yeah, one
more thing stress related to workload.
Male (1) Discrimination and my manager would be the main reasons. So far my
issue with my line manager can be discussed with her line manger and
most of the time I am happy with the solution. But being paid less, and not
getting any promotion or bones is unfair for my and if this will continue I
will not be satisfied and this may affect my productivity. Other reason
would be the load of work as we are only two in the department, my
manager and myself
Male (2) Manager, manager, manager. I believe the main reason that forces
employees to leave their organization is the manger. I have asked for a
transfer because of the issues I have with my manager and I do want my
performance to be low which may delay promotion progress.
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