Job Satisfaction and Employee Performance in BP

This assignment delves into the crucial link between job satisfaction and employee performance within BP. It investigates various factors that contribute to job satisfaction in the organization, such as compensation, work culture, and recognition. The study also analyzes the negative impacts of low job satisfaction on employee performance, including decreased productivity, high turnover, and reduced loyalty. Further, it explores strategies to enhance job satisfaction levels at BP and improve overall organizational effectiveness.

Running head: EMPLOYEE ENGAGEMENT
Impact of Job Satisfaction on Employee Performance: A Case Study of British Petroleum
Name of the Student:
Name of the University:
Author’s Note:

2EMPLOYEE ENGAGEMENT
Acknowledgement
I would like to thank my supervisor to give the chance to work on the research study based on
“Impact of job satisfaction on employee performance: A case study of British Petroleum” I
would like to thank my all co-workers who have helped me to conduct and accomplish this
research study.
I would like to express my thankfulness to my supervisor Mr.-------------------------------------- for
his help and support in every step of my research study. Without his guidance it was not possible
for me to conduct this research and to collect proper data. I am grateful to my parents for their
support and love during my research study. I would like to thank every participant those have
taken part actively in the research survey and helped me to gather reliable and real-time data for
my study.
Thanking You
Yours Sincerely
(Signature)

3EMPLOYEE ENGAGEMENT
Abstract
Maximum organizations in the global world are now focusing on enhancing the job satisfaction
level in order to get competitive advantages. In UK, the job satisfaction level is low in
comparison to other developing countries. From the various studies it has been identified that
high turnover has been occurred in many organizations of UK due low level of job satisfaction
among the employees. This study highlights the current issues regarding the poor job satisfaction
in British Petroleum. However, BP has been facing employee retention problem due to their low
compensation program. The employees in this organization are not satisfied with their current
compensation planning, which also affects their job satisfaction level in this organization. The
first chapter of this research study includes research aim, objective, questions and problem
statement. From which it has been identified that poor job satisfaction among the employees is a
big challenge for business industry, which need to minimize. Second chapter of this study shows
a brief literature regarding the factors of job satisfaction, employee performance, motivational
theories and impact of job satisfaction on employee performance. Maslow’s and Herzberg Two
actor theories are used in this section to understand the basic needs and motivation al techniques.
Chapter there includes a brief explanation of research methodology. However, the primary
quantitative data collection method has been taken and the survey is used to collect quantitative
data. Questionnaires have used to gather information and the sample size is 150 employees of
BP. Secondary analysis has been applied in literature review section. Quantitative analysis is
significant for this study to gather authentic data.

4EMPLOYEE ENGAGEMENT
Chapter four and Chapter five focus on the research findings and possible recommendations for
the current issues. Current findings show that job satisfaction has both positive and negative
impact on employee performance. Hence, application of reward program, establishment of
positive work culture and employee engagement will be helpful for BP to enhance the job
satisfaction level in their organization.

5EMPLOYEE ENGAGEMENT
Table of Contents
Chapter 1: Introduction....................................................................................................................8
1.1 Introduction............................................................................................................................8
1.2 Background of the Study.......................................................................................................8
1.3 Company Background.........................................................................................................10
1.4 Research Rationale..............................................................................................................10
1.5 Research Aim.......................................................................................................................11
1.6 Research Objectives.............................................................................................................11
1.7 Research Questions..............................................................................................................12
1.8 Research Hypothesis............................................................................................................12
1.9 Structure of the Research Study..........................................................................................12
Chapter 2: Literature Review.........................................................................................................14
2.1 Concept of the job satisfaction and employee performance................................................14
2.2 Conceptual Framework........................................................................................................15
2.4 Potential factors of the job satisfaction................................................................................15
2.3 Significance of the job satisfaction on employee performance...........................................16
2.4 Maslow’s hierarchy of needs theory for Job satisfaction....................................................17

6EMPLOYEE ENGAGEMENT
2.5 Herzberg's motivator-hygiene theory..................................................................................19
2.6 Application of Job characteristics model.............................................................................20
2.7 Effect of job satisfaction on employee performance...........................................................21
2.8 Gap in the Literature............................................................................................................22
Chapter 3: Research Methodology................................................................................................23
3.1 Research Onion....................................................................................................................23
3.2 Research Philosophy............................................................................................................24
3.3 Research Approach..............................................................................................................24
3.4 Research Design..................................................................................................................25
3.5 Data collection method........................................................................................................25
3.6 Sampling method, sample size, and sampling technique....................................................26
3.7 Data Analysis.......................................................................................................................27
3.8 Ethical Consideration...........................................................................................................27
3.9 Limitation of the research study..........................................................................................27
4.0 Time Frame..........................................................................................................................28
Chapter 4: Data Analysis and Discussion......................................................................................29
4.1 Empirical Results:................................................................................................................29
4.1.1 Quantitative data analysis.................................................................................................29
4.2 Summary of the findings.....................................................................................................43
Chapter 5: Conclusion and Recommendations..............................................................................45

7EMPLOYEE ENGAGEMENT
5.1 Conclusion...........................................................................................................................45
5.2 Linking with objectives.......................................................................................................45
5.4 Limitation of the Research...................................................................................................49
5.5 Future Scope of the Study....................................................................................................49
References......................................................................................................................................50
Appendix 1.....................................................................................................................................54
Appendix 2.....................................................................................................................................55

8EMPLOYEE ENGAGEMENT
List of Tables
Table 1: Demographic Analysis....................................................................................................32
Table 2: Importance of job satisfaction on employee performance..............................................33
Table 3: Job satisfaction BP..........................................................................................................34
Table 4: Effect of poor compensation planning on job satisfaction..............................................36
Table 5: Factors of Job Satisfaction...............................................................................................37
Table 6: Comparison of Job satisfaction level of BP with other organizations.............................39
Table 7: Major consequences of poor job satisfaction in BP........................................................41
Table 8: Positive effects of Job satisfaction..................................................................................42
Table 9: Suggestions to improve job satisfaction level in BP.......................................................44
Table 10: Action planning for establishing a good working culture.............................................50
Table 11: Implementation of reward and compensation planning................................................50
Table 12: Action plan for Employee engagement in decision making..........................................51

9EMPLOYEE ENGAGEMENT
List of Figures
Figure 1: Structure of the Research Study.....................................................................................14
Figure 2: Conceptual Framework..................................................................................................17
Figure 3: Maslow’s Hierarchy of needs.........................................................................................21
Figure 4: Two factor Theory of Herzberg.....................................................................................22
Figure 5: Job Characteristics model..............................................................................................23
Figure 6: Research Onion..............................................................................................................25
Figure 7: Demographic Analysis...................................................................................................32
Figure 8: Importance of job satisfaction on employee performance.............................................33
Figure 9: Job satisfaction BP.........................................................................................................35
Figure 10: Effect of poor compensation planning on job satisfaction...........................................36
Figure 11: Factors of Job Satisfaction...........................................................................................38
Figure 12: Comparison of Job satisfaction level of BP with other organizations.........................40
Figure 13: Major consequences of poor job satisfaction in BP.....................................................41
Figure 14: Positive effects of Job satisfaction...............................................................................43
Figure 15: Suggestions to improve job satisfaction level in BP....................................................44

10EMPLOYEE ENGAGEMENT
Chapter 1: Introduction
1.1 Introduction
Employee performance refers to the personal ability and skill of the individuals to deal
with a work environment. Performance of the employees depends on the job satisfaction.
However, if the employees are satisfied with their job then they get interested in their work, as a
result, their performance can be increased. Job satisfaction is one kind of attitude that is shown
by the individuals. People who have a high level of job satisfaction are able to show positive
attitudes towards their job (Fu and Deshpande 2014). On the other hand, if a person is
dissatisfied with their job then they show a negative attitude towards their job. Job satisfaction
can be considered as the complex assemblage of emotion. There is no particular method to
measure the job satisfaction of the employees, however; there is various way through which a
company can identify whether their employee are satisfied or not with their job. This study deals
with the job satisfaction level of the employee as well as their performance in the context of
British Petroleum. However, British Petroleum or BP has been facing huge problem due to their
employee compensation. The employees of this organization are not satisfied with the
compensation plan of this organization, which is a major reason for their job dissatisfaction. A
huge employee turnover is caused due to this compensation problem in BP.
1.2 Background of the Study
Compensation is not only the financial reward for the employees. It also focuses on the
medical care work-life balance and flexible benefits. In UK many organizations have been facing
problem regarding the employee performance due to lack of engagement of the employees in
their work. One of the major reasons, of the employee engagement, is the poor job satisfaction of

11EMPLOYEE ENGAGEMENT
the employees (Leroy et al. 2015). This study is based on the employee satisfaction in BP. In the
recent years, BP has been suffering from the employee compensation problem, which has made
their employees dissatisfied. The employee of this organization accused BP of their poor
compensation program (Truth-out.org 2018). Many business and people have claimed that BP is
failed to give compensation to their employees.
Compensation problem in an organization is a great problem, which affects the
performance of the employees as the employees are not satisfied with their compensation
program. Compensation package is a major part of the job, especially in the oil and gas sector. In
order to enhance the performance of the employee's job, satisfaction is crucial. Job satisfaction is
considered as the motivational technique that insists the employees to give more effort in their
work. The employees of oil and gas sectors are always at risk. Thus, for the organizations, it is
crucial to arrange a good compensation program to provide support to the employees who get an
injury during their work (Anitha 2014). On the other hand, employee satisfaction is a crucial
part of an organization as the success of an organization depends on it. Research shows that UK
workers have the lowest level of the job satisfaction in comparison to other countries.
As for example, low level of job satisfaction has been seen in the BP due to their poor
compensation program. The major issue of the employee dissatisfaction in UK due to lack of
fairness in their employee development program. However, in BP the employees claimed that the
management of this organization did not keep their promise regarding the compensation program
(Shimazu et al. 2015). This left a major impact on the performance of the employees. As
mentioned by Fu and Deshpande (2014), happy employees are more engaged in their work and
happiness comes from the job satisfaction of the employees. Hence, for BP, the poor employee
satisfaction is a major drawback of this organization that affected the performance of the

12EMPLOYEE ENGAGEMENT
employees. The employees are strongly dissatisfied in BP due to the poor planning of the
compensation program. This caused high turnover in this organization. On the other hand, BP
did not acknowledged this properly as a result, their employee retention power is affected
(Bp.com 2018).
1.3 Company Background
British Petroleum is the world’s leading integrated gas and oil company. This is a UK
based organization. They offer the customers energy for heat, fuel for the transportation, light,
petrochemicals, and lubricant to make the engine moving and so on. In the present time, this
organization has been facing a major issue due to their poor employee satisfaction. However, the
employees are highly dissatisfied with this organization due to the poor compensation planning.
This leaves a great impact on the performance level of the employees (Bp.com 2018).
1.4 Research Rationale
Poor job satisfaction is the biggest issue in UK as many organizations have been
suffering employee turnover and poor performance level of the employees due to this low job
satisfaction. As for example, BP has been facing poor job satisfaction problem as they have
failed to keep their compensation planning. However, low job satisfaction has caused a high
turnover of the employees in BP. As per the statistical data, 7,000 employees have lost their job
in BP due to the major financial loss, which has occurred for the poor performance of the
employees (Theguardian.com 2018). The major reason, of this low performance, is the low job
satisfaction of the employees that is caused by the poor compensation planning of BP. However,
the poor performance of the employees is the main reason of 7000 job loss. On the other hand,
the financial problem of this organization is another big issue, which leads the employees to
leave this organization. The poor financial performance of BP leads the employees to be

13EMPLOYEE ENGAGEMENT
dissatisfied. However, the employees are not able to get proper compensation due to the poor
financial performance of the organization.
Low job satisfaction in an organization is a big issue as it hampers the performance of the
employees. However, employee performance is associated with their job satisfaction. If the
employees are not satisfied with their job they are not able to show good performance. Job
satisfaction makes the employees emotionally strong, which highly motivated them towards their
work (Shimazu et al. 2015). In BP it has been found that their poor compensation planning
makes the employees dissatisfied. As a result, their performance level became low and the
organization faced huge financial loss. Such loss led the organization to reduce their employees
from their job.
In the recent years, low job satisfaction is the major issue as it leads the organization to
face high employee turnover and high competition in the global market. According to the various
researchers it has been received that UK has low job satisfaction in comparison to the other
developing countries. As per the statistics, in US, Netherland, and Germany have the happiest
employee ranking that is 71.8, 69.9 and 71.2. On the other hand, in UK the happiest employee
ranking is 67.2, which is lower than other countries (Express.co.uk 2018). From the above
statistical analysis, it can be evaluated that the workers are not satisfied with their job in UK and
its major impact has been seen in the employee performance of BP. Such low job satisfaction
leads UK to face a huge competition in the global market as the developing countries like Japan
and US have happiest employee ranking, which enables these countries to get competitive
advantages by enhancing their employee performance.

14EMPLOYEE ENGAGEMENT
1.5 Research Aim
This aim of this research study is to analyze the impact of the job satisfaction on
employee performance.
1.6 Research Objectives
The research objectives are as follow:
To critically examine the significance of the job satisfaction in enhancing employee
performance in BP
To identify the major factors influencing job satisfaction in British Petroleum
To critically evaluate the impact of job satisfaction on employee performance in BP
To recommend the ways to improve the job satisfaction level of the employees in BP
1.7 Research Questions
The research questions are as follow:
How significant is job satisfaction in enhancing the performance of the employees in BP?
How higher reward is influencing job satisfaction in BP?
To what extent does the effect of job satisfaction influence employee performance?
1.8 Research Hypothesis
H0: Job satisfaction has no impact on the employee performance
H1: Job satisfaction has a great impact on the employee performance

15EMPLOYEE ENGAGEMENT
1.9 Structure of the Research Study
Figure 1: Structure of the Research Study
(Source: Researcher)

16EMPLOYEE ENGAGEMENT
Chapter 2: Literature Review
2.0 Introduction
Chapter 2 focuses on the review of existing data regarding the impact of job satisfaction
on employee performance. This literature review is carried out based on the existing theory and
data. However, in the literature review section the concept of the theory and models regarding
the topic is critically analyzed. Therefore, a critical evaluation of the pros and cons of the
employee satisfaction is analyzed in this section.
2.1 Concept of the job satisfaction and employee performance
Different researchers have different viewpoints regarding the concept of the job
satisfaction. As commented by Yousef (2017), job satisfaction is one kind of feeling that leads
the employees to show a positive attitude in their work. On the contrary, it has been opined by
Judge et al. (2017), job satisfaction is considered as the emotional response of the employees. If
an employee gets job satisfaction they become confident in their work, which is a positive aspect
of the employee performance. However, if the employees are pleased with their job then they are
able to achieve the organizational goal. For every business organization, it is crucial to enhance
the job satisfaction level of the employees as it is associated with the employee performance. The
employees who are highly satisfied with their job always show positive attitude while those are
dissatisfied with their job show negative attitude. To enhance the performance of the employees’
job satisfaction is necessary as it acts as the motivational technique.
On the other hand, employee performance refers to the ability of the employees to
achieve business goal through their work. In order to enhance the employee performance it is
crucial for an organization to fulfill the basic needs of the employees (Anitha 2014). Employee

17EMPLOYEE ENGAGEMENT
performance focuses on the skill and knowledge of the employees. If the employees have good
knowledge then they are able to show high level of performance. Job satisfaction and employee
performance are correlated to each other as employee performance will be enhanced if they are
satisfied with their job.

Job Satisfaction Employee
Performance
Achievement
Reward
Working condition Good relationship
Respect
Company policy
Enhances the employee engagement
in BP and meets the organizational
Objectives
18EMPLOYEE ENGAGEMENT
2.2 Conceptual Framework
Figure 2: Conceptual Framework
(Source: Author)
2.4 Potential factors of the job satisfaction
Several factors are associated with the job satisfaction level of the employees. One of the
major factors is the working condition. Employees spend a lot of time in their workplace thus, a
good working environment is crucial for them to concentrate on their work (Van Wingerden et
al. 2017). Development of the precious work area rather then a cramped work area is effective

19EMPLOYEE ENGAGEMENT
for the employees to concentrate on their work. However, if the employees do not get a positive
working culture they become dissatisfied with their job.
Achievement is another big factor that allows the employees to be satisfied with their
current job. However, if the employees find the available way to achieve a good rank in their job
then they are influenced by their work. High level of stress and huge workload are the major
reason for low level of job satisfaction. To enhance the job satisfaction level of the employees an
organization needs to reduce their stress during their work. Therefore, the organization needs to
give them limited work pressure and time to learn. By providing good compensation and
reward program an organization is able to give satisfaction to the employees in their job. The
reward enhances the job satisfaction of the employees as it meets the basic needs of the
employees. In oil and gas industry compensation program is crucial as it helps the employees to
get financial support from the organization while they get an injury during their work
(Kampkötter 2017).
Good relationship with the supervisor is another major factor that increases the job
satisfaction level (Van Wingerden et al. 2017). Often the employees are not able to communicate
with the management regarding any issue related to their job. This leads the employees to be
dissatisfied with their job. If the management or supervisor is able to make a good relationship
with employees by reducing their problem in the work place then the employees get job
satisfaction.
2.3 Significance of the job satisfaction on employee performance
Job satisfaction plays a significant role in enhancing employee performance in an
organization. As mentioned by Shimazu et al. (2015), Job satisfaction increases the employee

20EMPLOYEE ENGAGEMENT
engagement in an organization. If an organization wants to enhance their employee engagement
then they need to satisfy their employees. Productivity of an organization is associated with job
satisfaction. Hence, to increase the productivity of the organization company needs to identify
whether their employees are satisfied or dissatisfied with their job. Job satisfaction an employee
leads them to create a better working environment. Employees are able to promote an effective
teamwork if they are enjoying the higher degree of job satisfaction. In order to reduce the high
turnover from an organization enhancement of job satisfaction level is mandatory. It is important
for an organization to create a plan how to satisfy their employees in their job as job satisfaction
has a great importance on employee engagement. On the other hand, job satisfaction makes the
employees responsible for their work. This is a big positive outcome of job satisfaction as it is
directly related to employee performance. Job satisfaction of the employees has a connection to
the customer satisfaction in an organization. If an employee gets interest in their job then they
are able to convince the customers. This highlights the improvement of the employee
performance.
2.4 Maslow’s hierarchy of needs theory for Job satisfaction
Among the various theories of job satisfaction Maslow’s hierarchy of needs theory is
vital. However, this theory is associated with the factors, which are important for job satisfaction.
According to this theory human needs include a five-level hierarchy. Such hierarchy level
contains physiological needs, self esteem, belonging, safety and self-actualization (Botana and
Neto 2015). In order to satisfy an employee with their job it is crucial meet their basic needs
through providing them a quality designation. Maslow’s theory is associated with human
motivation. An employee can satisfy with their job if they are highly motivated. Application of
Maslow’s theory is helpful to evaluate the work setting in an organization, which explores the

21EMPLOYEE ENGAGEMENT
level of job satisfaction. The first element of this theory includes physiological needs that are
water, shelter and food. Any employee can satisfy with their job if their basic needs are fulfilled
by their job. In an organizational financial compensation and healthcare need to provide to
employees as these fulfill the basic physiological needs of the employees.
Safety needs focus on the security of the employees in their job. However, if the
employees feel physically safe in their working sector or get job security then they are able to
engage more in their job (Jonas 2016). Hence, if the employees are satisfied with their job then
they belong to the workplace. This results in the development of a positive relationship with
supervisor and colleagues in a workplace and the employees feel that they are the vital part of
their organization. Self-esteem focuses on the value of an individual. The satisfied employees are
valued and appreciated by their co-workers. At the final stage of Maslow’s theory, employees
want to be self-actualized. Hence, the organizations those are looking to improve the job
satisfaction level of employees need to meet the basic needs of employees before focusing on
higher needs. This theory has some drawbacks. The final step that self-actualization is not clearly
defined (Botana and Neto 2015). As a result, often the organization fails to achieve goal in
employee motivation. Despite this drawback application Maslow's theory is helpful to identify
the specific needs of the employees in order enhance the job satisfaction. Hence, application of
Maslow’s theory is helpful to reduce the current problem of oil sectors in UK. However, in the
recent years the petroleum sectors of UK have been facing compensation problem that highlights
the dissatisfaction of the employees as the company is not able to fulfill the needs of the
employees. Hence, application of Maslow’s theory is helpful for this sector to understand that
identification of the employee needs is crucial to enhance their satisfaction level.

22EMPLOYEE ENGAGEMENT
Figure 3: Maslow’s Hierarchy of needs
(Source: Botana and Neto 2015)
2.5 Herzberg's motivator-hygiene theory
Herzberg's motivator-hygiene theory is very popular to define the job satisfaction in an
organization. According to this theory, job satisfaction and dissatisfaction are the two opposite
poles in a similar process (Alshmemri et al. 2017). For an organization, it is important to follow
four motivational factors such as pay, recognition, achievement, and benefits to satisfy the
employees with their job. Apart from these, an organization needs to focus on the hygienic
factors such as job security, working condition, organizational policy and quality of management
(Chu and Kuo 2015). Application of this theory helps the organization to identify whether the
hygienic factors are low or high. If the hygienic factors are low then the employees are
dissatisfied with their job. On the other hand, if the hygienic factors are high then it can be said
that employees are satisfied with their job. Hence, application of this theory is beneficial for an
organization to find the level of job satisfaction in their workplace. Application of this theory
also leads the UK’s oil sectors to deal with their poor level of employee satisfaction. In the recent
years UK business sectors are facing low level of employee satisfaction. By following this theory

23EMPLOYEE ENGAGEMENT
the organizations are able to change their compensation policies based on the needs of the
employees. This model leads the organization to find that organizational policy should be
employee oriented, which can fulfill their basic needs. This can increase the employee
satisfaction level.

24EMPLOYEE ENGAGEMENT
Figure 4: Two factor Theory of Herzberg
(Source: Chu and Kuo 2015)
2.6 Application of Job characteristics model
According to this model job satisfaction takes place when the working environment
includes motivational factors. Major job characteristics are task significance, autonomy, task
identity, feedback and skill variety (Serhan et al. 2015). These job characteristics influence there
psychosocial steps such as core job dimension, personal and work outcomes and critical
psychological states. Hence, these three psychosocial steps lead the employees to get satisfaction
in their job. By applying this model an organization is able to understand how to establish a
positive work culture that is associated with employee’s job satisfaction. It has been found that
the job satisfaction level in UK is low. Hence, by following the job characteristics model UK
organizations is able to give their concern on improving job dimension, which will increase the
job satisfaction level among the employees.

25EMPLOYEE ENGAGEMENT
Figure 5: Job Characteristics model
(Source: Serhan et al. 2015)
2.7 Effect of job satisfaction on employee performance
Satisfaction enhances performance and performance is associated with reward. In order to
increase the job satisfaction level of the employees, it is crucial for an organization to organize a
reward program for the employees. This reward program meets the basic needs of the employees.
As commented by Awan and Asghar (2014), job satisfaction has a great effect on employee
performance. Job satisfaction is positively related to employee performance. As argued by
Anitha (2014), if the employees are not satisfied with their job then they are not able to get
confidence and fail to perform. An employee who is highly satisfied with their job feels valuable.
This enhances the trust of the employees and increases interest in their work. However, the
reward program meets the basic needs of the employees, which leads the employee to be
interested in their job. As a result, their performance becomes enhanced.

26EMPLOYEE ENGAGEMENT
In UK oil industry due to poor compensation program the job satisfaction level is low among the
employs. Top oil MNCs in UK faced job satisfaction issue among their employees due to poor
compensation program as a result, high turnover has occurred. On the other hand, there is a good
record of high level of job satisfaction in automobile MNCs. As for example, Jaguar Car is a
popular MNC situated in UK and the job satisfaction level is high in this organization. It has
been found that the Jaguar car has employed 5000 engineers in their organization and opened
900 more units in their operation process in 2016. This organization has developed incentive
plan and performance bonus, which enhances the job satisfaction level in this organization
(Jaguar.co.uk 2018). Hence, it can be said that high job satisfaction enhances the employee
performance while low job satisfaction decreases the employee performance in an organization.
2.8 Gap in the Literature
From the study of Awan and Asghar it has been found that the reward program is crucial
to enhance the job satisfaction level of the employees. On the other hand, from the study of
Serhan et al. 2015, it has been received that the financial reward is the major component that
leads the employee to be satisfied with their job. Therefore, from the study of Chu and Kuo
(2015), it has been received that comfortable environment is a good element of employee
satisfaction. From the above literature, it has been found that reward is the major factors as well
as the vital financial factor to increase the job satisfaction level among the employees. However,
there is very little account of the non-financial reward approach, which can facilitate job
satisfaction among the employees. This current literature reveals the importance of non-financial
reward in enhancing the job satisfaction level among the employees. From this current literature
it can be found that non-financial reward has the similar importance like financial reward in
maximizing the job satisfaction level among the employees. Financial reward fulfills the basic

27EMPLOYEE ENGAGEMENT
needs of the employees and non-financial reward leads the employees to feel valued during their
work. Hence, a gap is generated in this literature. Therefore, the current study focuses on the
non-financial reward approaches, which can increase the job satisfaction level in an organization.

28EMPLOYEE ENGAGEMENT
Chapter 3: Research Methodology
3.1 Research Onion
Research onion is a significant part of research methodology. It includes the ways
through which the research has been conducted (Taylor et al. 2015). By analyzing each layer of
research onion the author can reach to the desired conclusion part. The innermost layer of
research onion includes data collection and data analysis process, which is the most important
part of research methodology.
Figure 6: Research Onion
(Source: Saunders et al., 2009, p-52)

29EMPLOYEE ENGAGEMENT
3.2 Research Philosophy
There are three types of research methodologies such as positivism, interpretivism, and
realism and this part is present in the first layer of research onion. In this current research
positivism, philosophy has been selected. In this current research, the author needs to select
appropriate philosophy to evaluate the impact of job satisfaction on employee performance in the
context of British Petroleum. Positivism philosophy is based on the real facts (Mackey and Gass
2015). Hence, in this current research by using this philosophy the author is able to carry out an
insight analysis of the selected topic. The role of job satisfaction on employee performance in BP
can be described properly by using positivism philosophy. By applying positivism philosophy
the author is able to identify the potential factors that influence the job satisfaction in BP.
3.3 Research Approach
Research approach is present in the second layer of research onion. The research
approach is categorized intro inductive and deductive approach. As commented by Lewis (2015),
inductive approach is associated with the observation, data collection and data analysis and the
data are collected by using an analytical tool. In this approach theories are developed based on
this topic thus, application of this approach is less in the research study. On the other hand,
deductive approach is based on the data collection, hypothesis generation and confirmation of the
theoretical evidence. Deductive approach highlights the existing theory. Hence, the researcher
has already analyzed the theories in the literature review section. In the next section of the
research study, the collected data has been analyzed based on these theoretical evidences. This
present research is based on the theoretical evidences that are used to identify the potential
factors that affect the job satisfaction as well as the employee performance in BP. Deductive

30EMPLOYEE ENGAGEMENT
approach helps the author to gather the data from existing theories and to evaluate this data by
using theoretical evidences.
3.4 Research Design
The third layer of the research onion includes research design. Research designs are three
types that are descriptive, explanatory and exploratory design. Research design is used to analyze
the gathered data according to the research objectives and purpose of the research study.
Exploratory design is focused on the background of the study and the problem, which is
identified in this study. As stated by Flick (2015), exploratory design only helps to detect the
causes of the problems while the descriptive design relates the findings to the objectives.
Research design is selected based on the research topic. In this current research, the selected
topic is impact of job satisfaction on employee performance in BP. Based on this study
descriptive design has been chosen. In this study, the researcher aims to develop a relation
between the objectives, findings, and conclusion. Based on the objectives the findings are
accumulated and based on the findings the conclusion is developed. Hence, descriptive design
helps to complete this procedure. In order to make the relationship between these three
components of research accountability and dedication are required. Thus, selection of the
descriptive design is suitable for this current study.
3.5 Data collection method
Primary and secondary data collection methods are the two types of data collection
process that are used in research study. The researcher has given special emphasis on primary
data collection process for this present study. Primary data collection has been by using both
quantitative and qualitative approach. In this current study quantitative approach has been
taken to collect data. Primary data collection method is beneficial to gather real-time data (Choy

31EMPLOYEE ENGAGEMENT
2014). This research is based on the level of job satisfaction in BP thus; real-time data is required
for this research. Survey has been conducted to collect data from a huge population. However, to
carry out the literature review secondary data has been used. In this section qualitative method
has been applied to acquire data. Primary data collection is crucial for this study as it has been
collected directly from the participants. In order to identify the job satisfaction level in BP, the
collection of feedback from employees is crucial. For this, purpose primary data collection
method has been selected. During the survey, questionnaires have been provided to the
respondents to gather their feedback. Therefore, closed-ended questions are provided in this
survey. During this data collection process the researcher approached BP’s employees through
online survey technique. The questionnaires are provided via online by using feedback forms.
The candidates responded by filling the boxes within the feedback forms.
3.6 Sampling method, sample size, and sampling technique
Sampling method is crucial to carry out a primary research. Sampling is a method to
select respondents from a large population (McCusker and Gunaydin 2015). In this current study
sampling method has been used to gather relevant data from concerned candidates. Probability
and non-probability methods are the two basic sampling methods. In order to conduct the
quantitative research probability sampling method has been used. Probability sampling is a
random selection method. In order to conduct a survey, random probability sampling is used as it
helps to gather data as well as feedback randomly. Survey is taken as the sampling technique.
In this current study, the researcher has selected employees from three departments of BP
such as account department, HR department, and customer executive department to conduct the
survey. From each department, 100 candidates have been selected and the total population size
was 300. From this population size, 150 candidates have participated in this survey. Hence, the

32EMPLOYEE ENGAGEMENT
selected sample size was 150. Due to the larger sample size, this probability sampling size is
crucial to decrease the deviation of response. However, the sample that is the participants are
contacted via email. Questionnaires are sent via online to the participants, which helped the
researcher to collect the feedback.
3.7 Data Analysis
In this current study, the data has been analyzed by using excel sheet. However, graph,
charts, and tables are used to represent the data. The current finding is based on the feedback of
the participants. Based on the data analysis the conclusion is developed in a study (Brannen
2017). On the other hand, the collected data is represented in numerical form. The collected data
is organized and summarized in a proper way. The data is organized by using the tables and
charts. And analysis is done by using the feedback of the participants. Based on the percentage
the data is analyzed. On the other hand, the analysis is done by using the reference of the
literature review section. In this study, the data are evaluated based on the perspectives of the
employees who are currently working in BP. No manipulation has been taken during data
analysis.
3.8 Ethical Consideration
Ethical requirements should be maintained while conducting a research. However, the
ethical issues are taken into account in an appropriate manner. It is important for the researcher
to conduct the survey in a systematic way as it verifies the reliability of the data that is collected
from the participants. It is crucial to follow the Data Protection Act 1998 as it helps the
researcher to maintain the confidentiality of the personal information of participants. The
gathered data should be used for only commercial purpose. No personal questions can be asked
to the candidates during the survey. Manipulation should be avoided and proper citation needs to

33EMPLOYEE ENGAGEMENT
be used during the representation of data. In this current research study the researcher has used
digital media to send the questionnaire. Thus, it is important for the researcher to follow the
GSM ethics, which highlights the maintenance of the privacy of data via wireless connection.
This GSM ethics should be followed in this research project to keep the privacy of the data.
3.9 Limitation of the research study
This current research is carried out based on the primary research, which itself a
limitation. Therefore, in literature review section due to lack of accessible journals, sufficient
information could not be collected. On the other hand, reliability of the collected data is another
major issue of quantitative method. Therefore, all feedback of the candidates is not clear, which
created confusion while analyzing data. Many employees have provided fake data during the
survey that hampered the research process.
4.0 Time Frame
(Refer to Appendix1)

34EMPLOYEE ENGAGEMENT
Chapter 4: Data Analysis and Discussion
4.1 Empirical Results:
4.1.1 Quantitative data analysis
This current research study focuses on quantitative method to collect data from
participants. However, 150 employees have taken part in survey from which the data are
collected to understand the impact of job satisfaction on employee performance. The following
tables include Likert scale to reveal the data based on the research. There are two variables such
as job satisfaction and employee performance. The first variable is job satisfaction, which is
considered as independent variable. Therefore, the second variable is employee performance that
is dependent variable. Based on these two variables the questionnaires are developed to collect
and analyze data.
Demographic analysis in context of BP’s Employee
Gender Total no of
participants
No of respondents Percentage (%)
Male 150 70 46.666
Female 150 80 53.333
Table 1: Demographic Analysis

35EMPLOYEE ENGAGEMENT
Figure 7: Demographic Analysis
Analysis: According to the table it has been received that among the total respondents majority
of the participants are female in comparison to male. Therefore, has been found that 46% of total
respondents were male while 53% of total respondents were female. Hence, based on the above
data it can be said that the female employees have taken part actively in survey rather than the
male employees. However, based on the collected data it has been identified that female
employees of BP have been facing issues regarding their job satisfaction. As a result, many
female employees are involved in survey and have shared their feedbacks.
Q1. How far do you agree that job satisfaction is necessary for enhancing employee
performance?
Type Percentage (%) No of Respondents Total no of
respondents

36EMPLOYEE ENGAGEMENT
Strongly Agree 20 30 150
Agree 33.333 50 150
Neutral 13.333 20 150
Disagree 20 30 150
Strongly disagree 13.333 20 150
Table 2: Importance of job satisfaction on employee performance
Figure 8: Importance of job satisfaction on employee performance
Analysis: The above data shows that 33% of total candidates agreed with the importance of job
satisfaction on employee performance. On the other hand, 20% are strongly agreed with this
opinion and supported that employee performance is associated with job satisfaction in an
organization. On the other hand, 20% and 13% candidates are disagreed and strongly disagreed
to accept the significance of job satisfaction on employee performance. From the above data it
can be said that majority of total respondents supported the significance of job satisfaction on

37EMPLOYEE ENGAGEMENT
employee performance. Thus, it has been found that an organization is required to enhance the
job satisfaction level among the employees if they want to enhance the performance of the
employees. However, many candidates did not think that job satisfaction is directly associated
with employee performance. Despite this based on the feedback of majority candidates it has
been found that job satisfaction is vital to accelerate employee activity as well as their
performance in an organization.
Q2. How far are you satisfied with your job in BP?
Type Percentage (%) No of Respondents Total no of
respondents
Strongly Satisfied 16.66 25 150
Satisfied 23.33 35 150
Neutral 6.66 10 150
Dissatisfied 33.33 50 150
Strongly dissatisfied 20 30 150

38EMPLOYEE ENGAGEMENT
Table 3: Job satisfaction BP
Figure 9: Job satisfaction BP
Analysis: Job satisfaction is a crucial component to increase the contribution of employees in an
organization. Based on the above data it has been found that 23% employees satisfied with their
job in BP while 33% of total candidates are not satisfied with their job in BP. 20% are strongly
dissatisfied with their job in BP. However based on the feedback of participants it has been
observed that Maximum employees are not happy with their job, which ensures that in BP there
is a huge issues regarding the job of employees. However, the employees of BP are highly
dissatisfied with their job, which also affects their performance level. As per the feedback of the
candidates a clear idea is developed regarding the poor level of job satisfaction in BP. A small
percentage did not agree with the poor job satisfaction level in BP but maximum employees have
shown their concern regarding their job satisfaction in BP.

39EMPLOYEE ENGAGEMENT
Q3.How far do you agree that poor compensation planning can hamper the job satisfaction
as well as the employee performance in BP?
Type Percentage (%) No of Respondents Total no of
respondents
Strongly Agree 23.33 35 150
Agree 30 45 150
Neutral 7.33 11 150
Disagree 22.66 34 150
Strongly disagree 16.66 25 150
Table 4: Effect of poor compensation planning on job satisfaction
Figure 10: Effect of poor compensation planning on job satisfaction
Analysis: According to the above data it has been observed that poor compensation planning is a
big factor of poor job satisfaction. Based on the survey feedback it has been identified that 30%

40EMPLOYEE ENGAGEMENT
of total candidates agreed that poor compensation planning of BP affected their job satisfaction
as well as the performance level. 23% of total participants are strongly agreed that low
compensation planning of BP decreases their job satisfaction level. On the other hand, 22% and
16% are disagreed and strongly disagreed with this opinion. As per some candidates job
satisfaction can be influenced by various factors thus poor compensation planning of BP is not
the major factor, which affects the job satisfaction level in their organization. Based on the
gathered data it has been evaluated that poor compensation planning demotivate the employees
and they feel insecurity. However, BP is an oil manufacturer hence, proper compensation
planning is required for their employees to ensure their safety. Lack of proper compensation
leads the employees to face issues. This hampers the job satisfaction level in BP. Apart from this
some candidates were neutral during the survey, which resists the researcher to collect 100%
data from all candidates.
Q4. Which factor plays a great role in influencing job satisfaction in an organization?
Type Percentage (%) No of Respondents Total no of
respondents
Reward 26.66 40 150
Flexibility 13.33 20 150
Good relationship 20 30 150
Recognition 16.66 25 150
Good working culture 23.33 35 150

41EMPLOYEE ENGAGEMENT
Table 5: Factors of Job Satisfaction
Figure 11: Factors of Job Satisfaction
Analysis: The above data shows different factors that are influencing the level of job satisfaction
in an organization. Based on the feedback of the participants it has been observed that 26% have
said that reward is the major factor of job satisfaction. However, it is well known to all that
providing reward based on the performance of employees’ increases their confidence, which also
boosts their job satisfaction level. Therefore, 23% of total sample agreed that flexibility is crucial
to enhance the performance of employees. However, if an employee becomes flexible with their
working environment then it will be helpful for them to work effectively. Flexibility leads the
employees to deal with any challenging situation while doing a task. Thus, flexible employees
are highly satisfied with their job. 20% candidates focused on the establishment of good
relationship between the management and staff. A good communication is helpful to identify
which employee is satisfied with their job and which are not. This will enable the manager to
take necessary steps to increase the level of job satisfaction among the employees. 16%
supported that recognition is crucial to maximize the job satisfaction rate in an organization.

42EMPLOYEE ENGAGEMENT
Both formal and informal recognition needs to be applied by an organization to satisfy their
employees. This leads the employees to feel valued and increase their confidence level while
working in an organization.
Q5. How far do you agree that the job satisfaction level is poor in BP in comparison to
other organizations?
Type Percentage (%) No of Respondents Total no of
respondents
Strongly Agree 14.66 22 150
Agree 32 48 150
Neutral 13.33 20 150
Disagree 23.33 35 150
Strongly disagree 16.66 25 150
Table 6: Comparison of Job satisfaction level of BP with other organizations

43EMPLOYEE ENGAGEMENT
Figure 12: Comparison of Job satisfaction level of BP with other organizations
Analysis: The above data shows a comparative analysis of job satisfaction level of BP and other
organizations in UK. It has been received that 32% of total respondents agreed that job
satisfaction level is poor in British Petroleum as the compensation planning is not good. On the
other hand, 23% candidates did not support the poor job satisfaction level in BP. However, 13%
of total sample were neutral regarding the job satisfaction in BP. This hampered the data
collection process during the survey. Majority of total candidates said that job satisfaction level
is low in BP in comparison to other organizations. This highlights the issues related to employee
performance in BP. From the above data, a clear idea is generated regarding the poor employee
satisfaction in BP. Based on this data it can be said that poor employee performance hampers the
brand image of BP. Hence, BP needs to improve the job satisfaction level to gain competitive
advantages in UK business industry. The collected data will help BP to revise their employee
management and accelerate the employee performance.
Q6. What are the major consequences of poor job satisfaction in BP?
Type Percentage (%) No of Respondents Total no of
respondents
Absenteeism 10 15 150
Poor customer service 14.66 22 150
High turnover 45.33 68 150
Poor employee loyalty 13.33 20 150
Low productivity 16.66 25 150

44EMPLOYEE ENGAGEMENT
Table 7: Major consequences of poor job satisfaction in BP
Figure 13: Major consequences of poor job satisfaction in BP
Analysis: The above tabular format reveals the major consequences of poor job satisfaction in
BP. As per the previous data the compensation planning of BP is not good, which leads the
employees to be dissatisfied with their job. 10% candidates have said that absenteeism rate is
high in BP due to the poor job satisfaction level among the employees. On the other hand, 14%
agreed that BP's employees are not happy with their job as a result, they fail to concentrate on
their work. This creates poor customer service in this organization. However, 45% of total
participants revealed that high turnover is the major consequence of low job satisfaction level in
BP. Maximum respondents supported the high employee turnover in BP due to their poor job
satisfaction level. On the other hand, 13% candidates said that employee loyalty is affected in BP
as the employees are not satisfied with their work. To improve the employee loyalty job
satisfaction is mandatory. Apart from this 16% respondents agreed that low productivity is
another reason for low job satisfaction in BP. From this feedback it can be said if the employees
do not get interest in their job then it will be difficult for them to give high productivity. From

45EMPLOYEE ENGAGEMENT
the entire analysis it has been found that high employee turnover is the major negative impact of
poor job satisfaction in BP in comparison to other effects.
Q7. What are the positive effects of job satisfaction on employee performance?
Type Percentage (%) No of Respondents Total no of
respondents
High Productivity 19.33 29 150
Employee retention 36.66 55 150
Increased confidence
of employees
7.33 11 150
Build trust 18 27 150
Employee
engagement
18.66 28 150
Table 8: Positive effects of Job satisfaction

46EMPLOYEE ENGAGEMENT
Figure 14: Positive effects of Job satisfaction
Analysis: Job satisfaction and dissatisfaction have both positive and negative effects on
employee performance. The above data shows the positive outcomes of job satisfaction in the
business organizations. However, employees show better performances who are highly satisfied
with their job. 36% of total respondents agreed that employee retention is a big positive outcome
of job satisfaction. However, if the employees are satisfied with their job then they are able to
retain in an organization by showing excellent performance. On the other hand, 19% of total
sample size said that job high level of job satisfaction is associated with the increased
productivity of an organization. It has been identified that highly satisfied employees are able to
show maximum performance as a result, employee productivity is creased. A few candidates
have shown their concern towards the employee confidence by enhancing job satisfaction.
Satisfied employees can increase their confidence and show better result through their work.
18% candidates supported that job satisfaction can increase trustworthiness and employee
engagement in an organization.
Q8. What are the possible ways to improve the job satisfaction level in BP?
Type Percentage (%) No of Respondents Total no of
respondents
Establishment of
positive working
culture
23.33 35 150
Reward and
Recognition
30 45 150
Introduction to skill 13.33 20 150

47EMPLOYEE ENGAGEMENT
development program
Engaging the people 24.66 37 150
Showing care to
employees
8.66 13 150
Table 9: Suggestions to improve job satisfaction level in BP
Establishment of positive working culture
Engaging the people
0
5
10
15
20
25
30
23.33
30
13.33
24.66
8.66
Series1
Figure 15: Suggestions to improve job satisfaction level in BP
Analysis: BP has been facing major challenges due to low level of job satisfaction in their
organization. Based on the survey data it has been found that 30% candidates preferred the
reward and recognition plan to enhance the job satisfaction level in BP. From this feedback it has
been found that reward and recognition is a major way to satisfy the employees in BP. However,
13% of total respondents said that establishment of skill development program is useful to
enhance the performance of employees in an organization. On the other hand, 24% candidates
have said that people engagement is necessary to increase the job satisfaction level in BP. 8%

48EMPLOYEE ENGAGEMENT
respondents supported that providing care to the problems of employees is a good way to
increase the job satisfaction level in BP. From the above analysis it can be received that financial
and non-financial reward will be helpful for British Petroleum to influence their employees in
their job and to maximize their performance as this process will fulfill the basic needs of the
employees.
4.2 Summary of the findings
From the above data analysis it has been received that number of female participants was
greater in comparison to male participants in Survey. According to the above analysis most of
the candidates gave their support towards the significance of job satisfaction in employee
performance. Based on the survey results it has been found that majority of the participants
supported that financial and non-financial play an important role in increasing job satisfaction in
an organization. In the literature review section it has been identified that reward and
compensation are the major factors that influence the job satisfaction in an organization. As
mentioned by Liu et al. (2018), employees of an organization can be satisfied by getting proper
appraisal for their work hard work. Hence, by providing good compensation planning BP can
satisfy their employees as it will act as a reward for them.
For the oil industry safety of the employees is the highest priority. Hence, compensation
planning will ensure the safety of the employees. From the current findings it has been received
that high turnover is a major negative consequence of BP due to low job satisfaction level in this
organization. This findings also support the literature review as in the high turnover is a negative
impact of poor job satisfaction. On the other hand, the literature review also shows that is the
employees are highly satisfied with their job then they are able to retain in the organization for a
long time. This fact is also supported by the current findings. As stated by Krüger et al. (2018),

49EMPLOYEE ENGAGEMENT
employees, who are highly satisfied with their job, are able to show high productivity. This fact
is found in both secondary and primary data analysis. As per the feedbacks of the candidates it
has been observed that BP's job satisfaction level is low in comparison to other organizations. In
the literature review section it has been found that Jaguar Car has a high level of job satisfaction
as they offer various benefits to the employees. Hence, the literature also supports the current
findings that are derived from the survey. Apart from these it can be said that high level of
motivation by providing good work culture and compensation can be done to enhance the
performance level of employees in BP.
Evidence for the data collection process
In order to collect the feedback from the employees of BP I have taken help from my
uncle who is working at BP subsidiary in Africa. He is working as a boss in this subsidiary and
he has much knowledge about the current status of BP and the employee performance of this
organization. Hence, I have sent questions to my uncle via email and my uncle has sent these
questions to BP’s employees and collected feedbacks from them. This is the major reason why I
got such huge response. My uncle helped me a lot that’s why I was able to get proper feedbacks
from BP’s employees.

50EMPLOYEE ENGAGEMENT
Chapter 5: Conclusion and Recommendations
5.1 Conclusion
From the above data analysis and discussion it can acquired that job satisfaction and
employee performance are related to each other. In the context of BP it has been found that due
poor compensation program their employees are not satisfied with their job as result, high
turnover is a big problem of this organization. On the other hand, secondary data shows that
employees are highly satisfied in Jaguar Car. Hence, it can be said that employee satisfaction
level is low in BP in comparison to other organizations in UK. This fact is also supported by the
survey data. Based on the survey data it has been received that good working cultures and
compensation program are the major factors of job satisfaction. According to the feedback of
candidates it has been received that the basic needs of the employees can be fulfilled by
providing them sufficient reward and recognition. The above findings show that employee
satisfaction is crucial for to enhance their performance as lower level of satisfaction leads the
organization to face poor productivity and high turnover. However, employee satisfaction is
associated with competitive advantage. Employees of British Petroleum are not satisfied with
their job this leads such organization to face huge competition in global market. However, highly
satisfied employees are able to give high productivity, which enhances the competitive
advantages in an organization. Therefore, it can be concluded that job satisfaction is closely
associated with employee performance and employee engagement.
5.2 Linking with objectives
Objective 1: To critically examine the significance of the job satisfaction in enhancing
employee performance in BP

51EMPLOYEE ENGAGEMENT
This objective focuses on the significance as well as the importance of job satisfaction in
employee performance. This objective can be directly link with question 1 of quantitative
method. In this section the candidates focus on the necessity of job satisfaction in enhancing the
employee performance in an organization. Therefore, in literature review section significance of
job satisfaction in employee performance is also mentioned. Here the researcher has identified
that job satisfaction is mandatory for the employees to enhance their performance.
Objective 2: To identify the major factors influencing job satisfaction in British Petroleum
This objective can be related to question 4 of quantitative research. Therefore, in the
literature review section, the major factors of job satisfaction such as good relationship, good
working culture, and reward are mentioned. Hence, this objective supports the findings in the
qualitative and quantitative analysis. The researcher has found that the reward, good relationship,
and positive working culture are the key factor of job satisfaction in an organization.
Objective 3: To critically evaluate the impact of job satisfaction on employee performance
in BP
This objective can be linked to question 6 and question 7 of quantitative analysis. These
two questions reveal that high productivity, employee retention, employee engagement are the
positive outcomes of job satisfaction while high turnover, poor productivity, absenteeism are the
major consequences of low job satisfaction in an organization. These findings also supported by
chapter two. Hence, from this objective, the researcher has observed the major impact of job
satisfaction on employee performance.
Objective 4: To recommend the ways to improve the job satisfaction level of the employees
in BP

52EMPLOYEE ENGAGEMENT
This objective is linked to question 8 of survey findings. In this section, the possible ways
to improve the job satisfaction level in BP are mentioned. From this question, it has been found
that introduction of employee development program, reward program, positive working culture
and employee engagement are the effective ways to enhance the job satisfaction level in an
organization.
5.3 Recommendations
Establishment of positive workplace culture: According to the above findings the researcher has
been recommended that establishment of positive working culture can help British Petroleum to
enhance the job satisfaction of the employees. However, a positive working culture helps the
employees to work comfortably, which also increases their confidence and performance level.
Action Plan
Activities 1st month 2nd month 3rd month
Establish a clear
vision statement
✓
Introduction of open
door policy
✓
Increase the employee
engagement in the
daily operation
✓

53EMPLOYEE ENGAGEMENT
Table 10: Action planning for establishing a good working culture
Implementation of reward program and informal recognition: Based on the above findings the
researcher has been suggested that providing the reward, compensation and formal recognition
will be helpful for BP to enhance the job satisfaction. These financial and non-financial rewards
will help the employees to fulfill their basic needs. As a result, the employee will be satisfied
with their job and can show high productivity.
Action Plan
Activities 1st month 2nd month 3rd month
Identify the basic
need of employees
✓
Organize a meeting ✓
Set a budget plan ✓ ✓
Table 11: Implementation of reward and compensation planning
Engage the employees in organizational decision making: Involvement of the employees in the
organizational decision-making process will be an effective approach for BP to maximize the job
satisfaction level. However, if the employees participate in a decision making processes then
they feel valued as a result, which will increase their job satisfaction level. Hence, the employees
become trustworthy and retain in this organization.
Action Plan
Activities 1st month 2nd month 3rd month

54EMPLOYEE ENGAGEMENT
Create an open
discussion forum
✓ ✓
Share feedback forms ✓
Analyze the
employee's feedbacks
✓
Table 12: Action plan for Employee engagement in decision making
5.4 Limitation of the Research
The major key limitation of this research is questionnaire survey. However, during the
collection of primary data, the questionnaires are distributed through the email as the sample size
is huge. As a result, the researcher faces issue during the data collection process. Another
limitation is time constraint of the study. It is difficult to cover all the elements of job satisfaction
and employee performance within the selected time. Therefore, lack of valid and reliable
secondary data is another big limitation of this current study. Therefore, low budget is another
challenge that the researcher has faced during the data collection. Many journals are paid version
thus, the researcher was not able to collect data from such articles.
5.5 Future Scope of the Study
Future scope of the study highlights the further improvement in this current study. During
the further research, the uncovered section of this study can be explored and each section of the
research paper can be improved through an in-depth analysis. Therefore, this current study can
be served as the valid secondary resource if the researcher wants to conduct a research on the

55EMPLOYEE ENGAGEMENT
impact of job satisfaction on employee performance. This study will be helpful for the business
organizations to improve their employee satisfaction level by altering their present strategy.
References
Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s two-factor theory. Life
Science Journal, 14(5).
Anitha, J., 2014. Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management, 63(3), p.308.
Awan, A.G. and Asghar, I., 2014. Impact of employee job satisfaction on their performance: A
case study of banking sector in Muzaffargarh District, Pakistan. Global Journal of Human
Resource Management, 2(4), pp.71-94.
Botana, L.F.S. and Neto, P.L.D.O.C., 2015. The development of an incrementally evolving
management model for small Brazilian printing companies based on Maslow’s theory of the
hierarchy of needs. Business and Management Review, 4(7), pp.423-442.
BP.com. 2018. British Petroleum. [online] Available at: https://www.bp.com/ [Accessed 15 Mar.
2018].
Brannen, J. ed., 2017. Mixing methods: Qualitative and quantitative research. Routledge.
Choy, L.T., 2014. The strengths and weaknesses of research methodology: Comparison and
complimentary between qualitative and quantitative approaches. IOSR Journal of Humanities
and Social Science, 19(4), pp.99-104.

56EMPLOYEE ENGAGEMENT
Chu, H.C. and Kuo, T.Y., 2015. Testing Herzberg’s Two-Factor Theory in Educational Settings
in Taiwan. The Journal of Human Resource and Adult Learning, 11(1), pp.54-65.
Express.co.uk. 2018. UK workers have one of the lowest levels of job satisfaction in the WORLD.
[online] Available at: https://www.express.co.uk/life-style/life/821892/UK-workers-job-
satisfaction-rank-low-employee [Accessed 15 Mar. 2018].
Flick, U., 2015. Introducing research methodology: A beginner's guide to doing a research
project. Sage.
Flick, U., 2015. Introducing research methodology: A beginner's guide to doing a research
project. Sage.
Fu, W. and Deshpande, S.P., 2014. The impact of caring climate, job satisfaction, and
organizational commitment on job performance of employees in a China’s insurance
company. Journal of Business Ethics, 124(2), pp.339-349.
Jaguar.co.uk. 2018. Jaguar Car. [online] Available at: https://www.jaguar.co.uk/index.html
[Accessed 24 Mar. 2018].
Jonas, J., 2016. Making practical use of Maslow’s Hierarchy of Needs theory to motivate
employees: a case of Masvingo Polytechnic. Journal of Management & Administration, 2016(2),
pp.105-117.
Judge, T.A., Weiss, H.M., Kammeyer-Mueller, J.D. and Hulin, C.L., 2017. Job attitudes, job
satisfaction, and job affect: A century of continuity and of change. Journal of Applied
Psychology, 102(3), p.356.

57EMPLOYEE ENGAGEMENT
Kampkötter, P., 2017. Performance appraisals and job satisfaction. The International Journal of
Human Resource Management, 28(5), pp.750-774.
Krüger, G.N., de Almeida Gonçalves, L., Queiroz, J.V., Queiroz, F.C.B.P. and Aramayo, J.L.S.,
2018. Assessment of worker satisfaction at a Brazilian oil company. Revista Brasileira de
Estratégia, 11(1), p.19.
Leroy, H., Anseel, F., Gardner, W.L. and Sels, L., 2015. Authentic leadership, authentic
followership, basic need satisfaction, and work role performance: A cross-level study. Journal of
Management, 41(6), pp.1677-1697.
Lewis, S., 2015. Qualitative inquiry and research design: Choosing among five approaches.
Health promotion practice, 16(4), pp.473-475.
Liu, M., Huang, Y. and Zhang, D., 2018. Gamification's impact on manufacturing: Enhancing
job motivation, satisfaction and operational performance with smartphone‐based gamified job
design. Human Factors and Ergonomics in Manufacturing & Service Industries, 28(1), pp.38-51.
Mackey, A. and Gass, S.M., 2015. Second language research: Methodology and design.
Routledge.
McCusker, K. and Gunaydin, S., 2015. Research using qualitative, quantitative or mixed
methods and choice based on the research. Perfusion, 30(7), pp.537-542.
Saunders, M. N., Lewis, P. and Thornhill, A. 2009 Research methods for business students, Page
52, 5th ed. Harlow: Prentice Hall

58EMPLOYEE ENGAGEMENT
Serhan, C., Tsangari, H. and Business, S., 2015. Retention of fresh graduates: Identification of
determinant factors through a modified job characteristics model. In Global Business Conference
(pp. 200-202).
Shimazu, A., Schaufeli, W.B., Kamiyama, K. and Kawakami, N., 2015. Workaholism vs. work
engagement: The two different predictors of future well-being and performance. International
journal of behavioral medicine, 22(1), pp.18-23.
Taylor, S.J., Bogdan, R. and DeVault, M., 2015. Introduction to qualitative research methods: A
guidebook and resource. John Wiley & Sons.
Theguardian.com. 2018. BP makes record loss and axes 7,000 jobs. [online] Available at:
https://www.theguardian.com/business/2016/feb/02/bp-annual-loss-biggest-for-20-years-axes-
thousands-of-jobs-deepwater [Accessed 15 Mar. 2018].
Truth-out.org. 2018. BP Employees, Outraged by Lack of Compensation, Warn Oil Spill Victims.
[online] Available at: http://www.truth-out.org/news/item/21295-bp-employees-outraged-by-
lack-of-compensation [Accessed 15 Mar. 2018].
Van Wingerden, J., Bakker, A.B. and Derks, D., 2017. Fostering employee well-being via a job
crafting intervention. Journal of Vocational Behavior, 100, pp.164-174.
Yousef, D.A., 2017. Organizational commitment, job satisfaction and attitudes toward
organizational change: a study in the local government. International Journal of Public
Administration, 40(1), pp.77-88.

59EMPLOYEE ENGAGEMENT
Appendix 1
Time Frame
Research
Activities
1st week-2nd
week
2nd week -
6th week
6th week to
8th week
8th week to
10th week
10th week -
12th week
Set of the
research aim and
objectives
Conduction of
the literature
review
Application of
primary data
collection
method
Analysis of the
collected data
Data
representation
Figure 1: Gantt chart
(Source: Author)

60EMPLOYEE ENGAGEMENT
Appendix 2
Questions Total number of candidates Options
Q1. How far do you agree that job
satisfaction is necessary for
enhancing employee performance?
150 Agree-
Neutral-
Disagree-
Strongly disagree-
Q2. How far are you satisfied with
your job in BP?
150 Strongly Satisfied-
Satisfied-
Neutral-
Dissatisfied-
Strongly dissatisfied-
Q3.How far do you agree that poor
compensation planning can hamper
the job satisfaction as well as the
employee performance in BP?
150 Agree-
Neutral-
Disagree-
Strongly disagree-
Q4. Which factor plays a great role in
influencing job satisfaction in an
organization?
150 Reward-
Flexibility-
Good relationship-
Recognition-
Good working culture-
Q5. How far do you agree that the
job satisfaction level is poor in BP in
comparison to other organizations?
150 Agree-
Neutral-
Disagree-
Strongly disagree-
Q6. What are the major
consequences of poor job satisfaction
in BP?
150 Absenteeism-
Poor customer service-
High turnover-
Poor employee loyalty-
Low productivity-
Q7. What are the positive effects of
job satisfaction on employee
performance?
150 High Productivity-
Employee retention-
Increased confidence of
employees-
Build trust-
Employee engagement-