Job Satisfaction and Employee Motivation

This assignment examines the multifaceted concept of job satisfaction in the workplace. It delves into various contributing factors such as perceived organizational support, work-life balance, non-financial rewards, psychological capital, and employee adaptability. The analysis emphasizes the impact of these factors on job performance, turnover intentions, and overall well-being. Students are tasked with researching and synthesizing information from relevant academic sources to provide a comprehensive understanding of the relationship between job satisfaction and key organizational outcomes.

Running head: CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
Contemporary Developments In Human Resource
Name of the Student
Name of the University
Author’s note

1CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
Contents
3.0 Data Analysis.............................................................................................................................2
Section A: Demographic Information.............................................................................................2
Section B......................................................................................................................................5
Benefits........................................................................................................................................8
Performance and Recognition....................................................................................................11
Career Work-life Balance..........................................................................................................14
Career Development..................................................................................................................17
4.0 Recommendation.....................................................................................................................19
5.0 Conclusion...............................................................................................................................19
6.0 Reference list:..........................................................................................................................20

2CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
3.0 Data Analysis
Section A: Demographic Information
63%
37%
Total respondents: 60 Gender
Male
Female
Figure: The chart shows the gender of the respondents
Source: Author’s Creation
This graph shows the percentage of the male and female participants of the survey that has been
undertaken by the researcher.

3CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
30%
55%
15%
Total respondent : 60 Age
18-27
28-37
48-57
58 and above
Figure: The chart shows the age group of the respondents
Source: Author’s Creation
The above pie chart represents the different age group of the sample size that has ben
chosen by the researcher.

4CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
22%
43%
35%
Industry Chosen
Food & Beverages
Education
Telecommunication
Others
Figure: The chart shows the industries chosen to conduct the research
Source: Author’s Creation
This chart shows the industries in which the respondents work in, which will help us
understand the output of the survey in an in-depth manner.

5CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
Section B
Choices are rated as: 1: Strongly Disagree; 2: Disagree; 3: Agree; 4: Strongly agree
I. Compensation
1. I am fairly paid for the work I do in my organization
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35 40 45
38.33%
18.33%
8.33%
35%
Percentage
Figure: The bar chart shows the response to question 1
Source: Author’s Creation
8.33 percent of the respondents agree that they are paid according to their job profile this is the
lowest on the graph. On the other hand 38.33 percent of the respondents strongly disagree.
Remuneration is one of the major reasons that an employee is unsatisfied with the job or is de-
motivated (Terera and Ngirande 2014).

6CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE

7CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
2: The Company’s pay policy helps attract and retain high performing employees
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35 40 45
33.33%
13.33%
15%
38.33%
Percentage
Figure: The bar chart shows the response to question 2
Source: Author’s Creation
Most people (38.33%) as we can see in the above graph agree that people are attracted to work in
an organisation that has advantages not only in terms of remuneration but also other policies of
the company (Demerouti et al. 2014). Whereas,13.33 percent people disagree and are not
attracted with the policies of the organisation.

8CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
3. My pay matches my job performance
Figure: The bar chart shows the response to question 3
Source: Author’s Creation
The above graph shows 36.67 percent agree that they are being paid the amount worthy of the
effort that they put. On the other hand 8 percent people also agree that they are being paid
enough (Shooshtarian et al. 2013).
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35 40
25%
33.33%
36.67%
5%
Percentage

9CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
Benefits
1: I think the befits offered by my company meet my needs
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35 40
6.66%
28.33%
28.33%
36.67%
Percentage
Figure: The bar chart shows the response to question 1
Source: Author’s Creation
The analysis show that majority of the people 36.67 percent people strongly agree to the fact that
the company they are working for are offering benefits which is meeting the needs of the people
(Hofmans et al. 2013). 6.66 percent respondents strongly disagree and say that they are unhappy
with the benefits.

10CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
2: My Company offers a comprehensive benefits package
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35 40 45
13.33%
15%
33.33%
38.33%
Percentage
Figure: The bar chart shows the response to question 2
Source: Author’s Creation
Majority of the people strongly agree( 38.33%) to the fact that the company they are
working for offer comprehensive benefits packages which behave like a motivation as well
(Haider et al. 2015). On the other hand, 13.33 percent respondents strongly disagree and are not
happy with the benefits.

11CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
3: My Company offers better benefits compare to other companies
Figure: The bar chart shows the response to question 3
Source: Author’s Creation
Majority of the people agree 36.66% people strongly agree and 31 percent agree whereas
1.67 percent disagrees. This concludes that people are happy with their own organisation and are
not looking for a change (Jessen 2015).
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35 40
30%
1.67%
31.67%
36.66%
Percentage

12CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
Performance and Recognition
1. I understand how my performance is evaluated
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35 40 45
35%
16.66%
10%
38.33%
Percentage
Figure: The bar chart shows the response to question 1
Source: Author’s Creation
38.33 percent of the people agree that they are aware of the performance evaluated. As
transparency is very important in an organisation to keep the people motivated (Abbas et al.
2014). On the other hand, 10 percent people also agree and say that they are aware of the
procedure.

13CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
2. My Supervisor gives me constructive feedback
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35 40 45 50
8.33%
13.3%
18.33%
43.33%
Percentage
Figure: The bar chart shows the response to question 2
Source: Author’s Creation
It is clearly evident from the graph that 43 percent of people strongly agree and that they
are being monitored constructively by the superiors (Cullen et al. 2014). 8.33 percent people on
the other hand strongly disagree, concluding that superiors have a constructive role to play.

14CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
3. Performance Appraisals are evaluated fairly in my company
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35 40
33.33%
18.33%
8.33%
36.66%
Percentage
Figure: The bar chart shows the response to question 2
Source: Author’s Creation
It is clearly evident from the graph that people 36.66 percent strongly agree and 8.33
percent people agree. The employees are looking for a fair opportunity to showcase their effort
and constructive feedback will ensure they are performing well (Haider et al. 2015).

15CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
Career Work-life Balance
1. My work schedule is flexible enough to meet my needs
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35 40 45 50
13.33%
23.33%
43.33%
20%
Percentage
Figure: The bar chart shows the response to question 1
Source: Author’s Creation
Work-life balance is largely about how people can manage their time in a way which is
beneficial both personally and professionally. The graph represents that majority of the
respondents agree (43.33 %) whereas, 13.33 percent strongly disagrees that they can deal with
this dynamic but there is also a group who is strongly disagree as well (Haar et al. 2014).

16CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
2. I am able to balance up my family and work life
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35 40
33.33%
36.66%
16.66%
13.33%
Percentage
Figure: The bar chart shows the response to question 2
Source: Author’s Creation
Spending time with the family is essential for every working person and the survey shows
that people do not get enough time to spend with their family. This is a factor that further makes
the process of job satisfaction challenging 36.66 percent disagree and 13.33 percent agree
(Warren 2017). The percentage on the graph shows that people do not get time to spend with
their family as they are busy at work.

17CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
3. My work environment is pleasant and calm to work
Strongly Disagree
Disagree
Agree
Strongly agree
0 10 20 30 40 50 60
3.33%
38.33%
48.33%
10%
Percentage
Figure: The bar chart shows the response to question 3
Source: Author’s Creation
Most people (48.33%) agree that they have a healthy work environment where as 3.33
percent believe that the environment they are in is not suitable for working (Shanafelt et al.
2014). Thus, concluding that management of the organizations understand the important of work
culture and job satisfaction factors.

18CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
Career Development
1. There are opportunities for me to advance in my Company
Strongly Disagree
Disagree
Agree
Strongly agree
0 10 20 30 40 50 60
25%
18.33%
3.33%
53.33%
Percentage
Figure: The bar chart shows the response to question 1
Source: Author’s Creation
As clearly evident from the chart that majority of the respondents strongly agree
(53.33%) and also 3.33 percent people agree that they have opportunity in the organisation to
grow and develop their carrier in the long run. This is one of the reasons for employee retention
in the organisation (Haider et al. 2015).

19CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
2. Job promotions are awarded fairly and without bias
Strongly Disagree
Disagree
Agree
Strongly agree
0 5 10 15 20 25 30 35
25%
18.33%
33.33%
23.33%
Percentage
Figure: The bar chart shows the response to question 2
Source: Author’s Creation
33 percent agree and 18.33 percent people disagree to the question concluding that
performance is awarded in kind or by promotion most people agree that the process is fair and
they agree to that the organisation is not bias (Fila et al. 2014).

20CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
4.0 Recommendation
Companies in order to reduce the employee turnover rate should focus on all the aspect
that is stated in the study. While formulating the policies and taking any major decision of
expansion and development the company should keep in mind the interest of the employees
whose lives are also going to be impacted with this decision (Fila et al. 2014). To maintain a
higher level of commitment of the employees towards the organisation the company should
understand the importance of work culture and work environment. The leaders and managers of
the organisation should work on motivating the employees in order to increase their level of
efficiency. Innovation and creativity should be encouraged so that the people do not feel
saturated in the job. A scope of self development and skill developments should be organized in
order to increase the efficiency of the people. There should be transparency maintained in every
step that is involved in the policies making regarding the human resource (Haar et al. 2014).
5.0 Conclusion
The people who are associated with an organisation as an employee always look ahead to
some motivation that drives the performance of the company. Job satisfaction of an employee
depends on several factors which are discussed in the survey and results show that most people
are satisfied with their jobs in terms of benefits, performance and recognition and work-life
balance (Cullen et al. 2014). The remuneration and compensation is an area where the people are
mostly unhappy with the employer. The relationship that is maintained in between the employer
and the employee should be of respect and mutual benefit hence, fair pay and compensation is
very important for the motivation of the resources (Terera and Ngirande 2014).

21CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE

22CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
6.0 Reference list:
Abbas, M., Raja, U., Darr, W. and Bouckenooghe, D., 2014. Combined effects of perceived
politics and psychological capital on job satisfaction, turnover intentions, and
performance. Journal of Management, 40(7), pp.1813-1830.
Cullen, K.L., Edwards, B.D., Casper, W.C. and Gue, K.R., 2014. Employees’ adaptability and
perceptions of change-related uncertainty: Implications for perceived organizational support, job
satisfaction, and performance. Journal of Business and Psychology, 29(2), pp.269-280.
Demerouti, E., Bakker, A.B. and Leiter, M., 2014. Burnout and job performance: The
moderating role of selection, optimization, and compensation strategies. Journal of occupational
health psychology, 19(1), p.96.
Fila, M.J., Paik, L.S., Griffeth, R.W. and Allen, D., 2014. Disaggregating job satisfaction:
Effects of perceived demands, control, and support. Journal of Business and Psychology, 29(4),
pp.639-649.
Haar, J.M., Suñé Torrents, A., Russo, M. and Ollier-Malaterre, A., 2014. Effects of Work-Life
Balance on Job and Life Satisfaction, Stress and Anxiety across Cultures. In 2014 INBAM
Conference Proceedings (pp. 1-34).
Haider, M., Aamir, A., Hamid, A.A. and Hashim, M., 2015. A literature analysis on the
importance of non-financial rewards for employees’ job satisfaction. Abasyn Journal of Social
Sciences, 8(2), pp.341-354.

23CONTEMPORARY DEVELOPMENTS IN HUMAN RESOURCE
Hofmans, J., De Gieter, S. and Pepermans, R., 2013. Individual differences in the relationship
between satisfaction with job rewards and job satisfaction. Journal of vocational behavior, 82(1),
pp.1-9.
Jessen, J.T., 2015. Job satisfaction and social rewards in the social services. Journal of
comparative social work, 5(1).
Shanafelt, T.D., Raymond, M., Kosty, M., Satele, D., Horn, L., Pippen, J., Chu, Q., Chew, H.,
Clark, W.B., Hanley, A.E. and Sloan, J., 2014. Satisfaction with work-life balance and the career
and retirement plans of US oncologists. Journal of Clinical Oncology, 32(11), pp.1127-1135.
Shooshtarian, Z., Ameli, F. and Aminilari, M., 2013. The effect of labor's emotional intelligence
on their job satisfaction, job performance and commitment. Iranian Journal of Management
Studies, 6(1), p.29.
Terera, S.R. and Ngirande, H., 2014. The impact of rewards on job satisfaction and employee
retention. Mediterranean Journal of Social Sciences, 5(1), p.481.
Warren, T., 2017. Work-life balance, time and money: identifying the work-life balance
priorities of working class workers. Bulletin of Comparative Labour Relations.