[SOLVED] Corporate Social Responsibility and Environmental Management

This assignment involves conducting a study on corporate social responsibility and environmental management. The researcher starts by selecting a topic, then reviews literature, collects data through a survey, analyzes the data, draws conclusions, and makes recommendations. A survey questionnaire is provided with 12 questions to assess employees' satisfaction and engagement. The research follows a timeline of activities over 12 weeks. A research ethics checklist is also included for approval and signature by the course tutor.

Running head: DISSERTATION
Dissertation
Relationship between the Employee's Job satisfaction and its effects on the Job performance:
A case study on Sompo Insurance (Hong Kong) Co., Ltd
Student’s name:
Name of the university:

Acknowledgement
I am extremely grateful to all the individuals who have been my constant support to complete
my Research based on ‘Relationship between the Employee's Job satisfaction and its effects
on the Job performance: A case study on Sompo Insurance (Hong Kong) Co., Ltd’. I am also
obliged to my family and friends who have given me enough time to conduct the research. I
am thankful to my professor who provided my enough support about subjective knowledge.
In addition, I would like to show my gratitude to the senior level employees of Sompo
Insurance Hong Kong who provided their responses during survey. Without their responses, I
could not conduct my research. Lastly, completion of this research has provided me pleasure.
Thank you.

Glossary
BARS: Behavioural Anchored Rating Scale
GDPR: General Data Protection Regulation
EEO: Equal Employment Opportunity
HK: Hong Kong
HRM: Human Resource Management
RFP: Request for Proposal
ROI: Return-on-investment
SPSS: Statistical Package for Social Sciences

Abstract
This research sheds light on the relationship between the employees’ job satisfaction and its
effects on the job performance. This research particularly focuses on Sompo Insurance Hong
Kong. There are five chapters in this research. In the first chapter of the research, research
rationale, aim, objectives and research questions have been provided. The aim of the research
is to explore the relationship between employees’ job satisfaction and the job performance,
focusing mainly on insurance industry. In insurance industry, the staffs have to manage the
clients of the organisation and they maintain the clients’ relationship. Sompo Insurance has
the rewards scheme; however, the staffs of the organisation have been facing the issue
extreme stress and poor work-life balance. In the second chapter of literature review,
theoretical framework of the research has been provided along with using the previous
scholarly articles. The researcher has described Affect Theory, Discrepancy Theory,
Herzberg’s Two Factor Theory, Goal Setting Theory and Vroom’s Expectancy theory.
In the methodology chapter, the researcher has followed positivism philosophy, explanatory
research design and deductive approach. The researcher has collected both primary and
secondary data for conducting the research. The researcher has collected primary data
through e-mail survey. The researcher has collected data from 50 senior level employees of
Sompo Insurance HK. The researcher has used SPSS 2.0 software to show correlation and
regression analysis. The researcher has presented the statistical calculation in tables and
charts. Through findings of the survey, the researcher analysed that Sompo Insurance HK
does not have the performance issue. The researcher prepared 14 close-ended questions to
understand the job satisfaction of the employees and their performance. The job satisfaction
of the employees in Sompo Insurance is low due to the stress and the performance
management. The employees have been facing the issues of conflict management and the
lower growth within the organisation. In the final section of the study puts emphasis on the

linking with objectives. The recommendations have been given to improve the work-life
balance of the employees, performance management analysis, improve quality of supervision
and improve employee engagement.

Table of Contents
Chapter 1: Introduction............................................................................................................11
1.1 Introduction....................................................................................................................11
1.2 Background of the research............................................................................................12
1.3 Research problem...........................................................................................................14
1.4 Research aim..................................................................................................................16
1.5 Research objectives........................................................................................................16
1.6 Research significance.....................................................................................................16
1.7 Structure of the dissertation...........................................................................................17
Chapter 2: Literature Review...................................................................................................18
2.1 Introduction....................................................................................................................18
2.2 Concept of employee job satisfaction............................................................................18
2.3 Theoretical framework of employee job satisfaction.....................................................19
2.4 Concept of employee performance................................................................................21
2.5 Theoretical framework of employee performance.........................................................22
2.6 Dimensions of employee job satisfaction......................................................................24
2.7 Strategies to improve employee performance................................................................25
2.8 Workplace motivation influences employee performance.............................................27
2.9 Relationship between employee job satisfaction and employee performance in the
insurance industry................................................................................................................28
2.10 Conceptual framework.................................................................................................29

2.11 Gap in literature............................................................................................................30
2.12 Summary......................................................................................................................30
Chapter 3: Research Methodology...........................................................................................31
3.1 Introduction....................................................................................................................31
3.2 Research philosophy......................................................................................................31
3.3 Research approach.........................................................................................................32
3.4 Research design..............................................................................................................34
3.5 Data collection process..................................................................................................35
3.6 Sampling technique........................................................................................................36
3.7 Data analysis technique..................................................................................................37
3.8 Reliability and validity testing.......................................................................................37
3.9 Research ethics...............................................................................................................38
3.10 Research timeline.........................................................................................................38
3.11Summary.......................................................................................................................38
Chapter 4: Data analysis, Findings and Discussion.................................................................39
4.1 Introduction....................................................................................................................39
4.2 Findings..........................................................................................................................39
4.3 Discussion......................................................................................................................57
4.4 Summary........................................................................................................................59
Chapter 5: Conclusions and recommendations........................................................................60
5.1 Conclusions....................................................................................................................60

5.2 Findings from primary data and literature review..........................................................61
5.3 Linking with objectives..................................................................................................63
5.3 Recommendations..........................................................................................................65
5.4 Limitations.....................................................................................................................67
5.5 Future scope of the study...............................................................................................68
Reference List..........................................................................................................................69
Appendices...............................................................................................................................77

List of Figure
Figure 2.1: Herzberg’s Two Factor Theory.............................................................................21
Figure 2.2: Vroom’s Expectancy theory..................................................................................24
Figure 2.3: Relationship among motivation, job satisfaction and performance......................27
Figure 2.4: Conceptual framework..........................................................................................30
Figure 4.1: Age group..............................................................................................................41
Figure 4.2: Satisfaction with the work place............................................................................41
Figure 4.3: I know what is expected of me at work.................................................................42
Figure 4.4: I have the materials and equipment I need to do my work right...........................43
Figure 4.5: At work, I have the opportunity to do what I do best every day..........................43
Figure 4.6: In the last seven days, I have received recognition or praise for doing good work
..................................................................................................................................................44
Figure 4.7: My supervisor, or someone at work, seems to care about me as a person...........44
Figure 4.8: There is someone at work who encourages my development...............................45
Figure 4.9: At work, my opinions seem to count.....................................................................45
Figure 4.10: The mission or purpose of my company makes me feel my job is important.....46
Figure 4.11: My co-workers are committed to do quality work..............................................46
Figure 4.12: I have a best friend at work.................................................................................47
Figure 4.13: In the last six months, someone at work has talked to me about my progress....47
Figure 4.14: This last year, I have had opportunities at work to learn and grow.....................48

List of Tables
Table 3.1: Comparison of positivism, realism and interpretivism...........................................32
Table 3.2: Comparison of inductive and deductive approach..................................................33
Table 3.3: Sampling of this research........................................................................................36

Chapter 1: Introduction
1.1 Introduction
The organisational management always tries to excel employees’ job performance and
the management takes effective styles to motivate the employees to gain the objectives. The
motivated employees give better job performance and they enhance the organisation’s
competitiveness. Belle (2013) stated that employee performance has always been
instrumental in organisational profitability and growth. The organisational management
provides extrinsic motivation to the employees so that they can perform well. Mostly in the
service sector, the management needs to provide extrinsic motivation to the employees.
Organisational culture and motivation provide a basic requirement for job satisfaction. Job
satisfaction gives intrinsic motivation and motivated employees work better and
organisational efficiency depends on the employees' effectiveness and activities (Adkins
2015). Job satisfaction of the employees in the insurance industry is a blend of unlikeable and
likeable behaviour or moods of the individual employee and their work schedule (Buckman
et al. 2015). Job satisfaction also symbolises the optimism which is aligned with real benefits
and rewards. In this research, the relationship between the job satisfaction and the employee
performance is explored and it aims to determine the find out the direction and intensity of
the two variables. In this research, Sompo Insurance, Hong Kong is the chosen organisation
to show the influence of employees’ job satisfaction on employees’ performance. In the
insurance service industry, most of the employees have a high degree of job satisfaction due
to the extreme work target and pressure from the clients and the management; which create
an undesirable attitude towards the job and it may degenerate the performance ability of the
employees.

1.2 Background of the research
The concept of employee satisfaction is quite simple as it tells how satisfied or
content employees are with their jobs. The organisations mainly do the employee satisfaction
survey to understand how much the employees are satisfied with the workplace. Employee
satisfaction has several factors and these are included workload, work-life balance and
compensation, the perception of the management, teamwork, resources and flexibility. As
stated by Lunenburg (2015), organisational management tries to keep the employees satisfied
by giving all the necessary factors to keep the employees happy and to reduce the employee
turnover. Satisfaction cannot guarantee high engagement of the employee and employee
performance; however, the team leaders and the HR develop strategies to develop the
employee satisfaction so that the employees get motivated to perform well. Employee
satisfaction ensures that employees do not demoralise the high performers. According to
Miao (2016), employee satisfaction in the insurance service industry is very important as here
employees play the most important part to persuade clients. The management tries to engage
the employees to make strategic decisions in order to create a culture of engagement.
Employee satisfaction does cover the basic concerns and desires of the employees (Anitha
2014). Employees perform well when the employees see the fulfilment of their desires and
the management takes some basic steps for the wellbeing of the employees. In the service
industry, intrinsic motivation is also needed from which the employees must feel passionate
about their jobs and they must be committed to the organisation (Sarwar and Abugre 2013).
Most of the previous articles talked about the relationship between employee satisfaction and
employee engagement in a broader aspect.
As opined by Lazaroiu (2015), engaged employees are always motivated as they have
strong sense of purpose. This research focuses on job satisfaction in insurance service,
insurance industry employees. Employee performance is associated with the concept of

employee behaviour within the organisation. Therefore, scholars in their articles described
elements of the employee performances like workplace deviant behaviour, organisational
citizenship behaviour and task performance. This research tries to bridge the gap by exploring
the factors to accelerate the engaged employees to be productive in terms of increasing
employee performance in insurance service sector (Guo et al. 2014). The organisation
manages, stimulates and develops the employees in such an effect which may assist the
organisation to cover the employee performance. In the insurance service sector, the previous
researchers did not focus more on the motivation of the employees. Each of the employees
has his own desires and needs; some of the needs are conscious and some are unconscious.
The needs of employees become stronger and needs cannot be permanently satisfied
(Chowdhury 2013). As published in the article by Bakker (2016), the insurance service
employees are among the satisfied employees and the management provides the maximum
extrinsic motivation. In recent years, the employees of insurance service do not get
opportunities for career progression and their pay does not increase properly. This study
highlights the job satisfaction of the insurance service employees and its relation with the
employee performance. This research strives to find out the positive emotional state of the
employees in the insurance industry from the job experiences which can help the employees
to reach towards great employee performance.
Background of the organisation
Sompo Insurance (Hong Kong) Co., Ltd is a member of Sompo Holdings and this
company is one of the largest insurance groups in the Tokyo Stock Exchange in Japan.
Sompo Insurance has its origin back in the year 1888 from the shareholding company. Sompo
Japan is the oldest fire insurance company and it is one of Japan's largest Property &
Casualty insurance companies. Sompo Insurance first established its branch in Hong Kong in
the year 1957 and Sompo Insurance subsequently established its Hong Kong based subsidiary

in the year 1977 (Sompo.com.hk 2018). Sompo Insurance has an A+ rating from the
Standards and Poor's which reflects the financial strength of the organisation. Sompo
Insurance provides property insurance, marine insurance, pecuniary insurance, liability
insurance, accident and health insurance, engineering insurance and motor insurance.
Sompo Insurance has a goal to be the best customer service provider both at the
domestic market and abroad. Sompo Insurance Hong Kong wants to be recognised as a
reputable international insurer in giving the professional risk solutions and comprehensive
service to corporations and individuals in Hong Kong. Moreover, the shared values of Sompo
Insurance Hong Kong are first, innovative, respect, synergy and team spirit (Sompo.com.hk
2018).
1.3 Research problem
What is the problem?
Human resource is considered the most important asset of an organisation in this
competitive world. Insurance providers are no exception to this and the employees of
insurance companies are valuable assets for the firms. The organisational management
always wants the employees to be highly satisfied as satisfied employees are more productive
which is profitable for the organisation (Colquitt et al. 2015). In addition, it is very significant
to know the views of the employees on the job and the management can measure the
satisfaction level. In the insurance industry, the employees have to work under pressure and
the scope of growth of the employees is limited. Employees' satisfaction mainly comes from
the employer's working environment, fair policies, appreciation, pay package, promotions
and safety and securities at the workplace (Bakker 2016). Of late, the employees find the
insurance works monotonous; they do not feel belongings with the companies, the employees
do not find the responsibilities and challenging at the workplace.

Why is it a problem?
If the employees are not satisfied with what they are doing; it will reflect on the
employee performance. Moreover, if the performance of the employees degrades; the
organisations would face profit loss. Lack of motivation within the organisation of the
employees’ leads the employees towards poor performance of the tasks. According to
Kalkavan and Katrinli (2014), the satisfaction of the employees is viewed as the result of
employee motivation which must be stemming from the challenges in the workplace. The
employees expect achievement, growth, responsibilities, advancement and work and earned
recognition from the employment. If these factors do not fulfil, the employees' performance
degrades (Belle 2013). Job satisfaction issue may lead to the employee turnover and poor
performance of the employees.
Why is it a problem now?
In the insurance industry, employees have an immediate obligation to make the client
relationship and this relationship provides a strong contribution towards the prosperity of the
organisation. (Lai and Hsu 2015) commented that sales force deals straight to the clients,
therefore, employees’ state of minds, behaviour, practices and conduct towards the clients
gets to be dedicated towards the insurer. Sompo Hong Kong has been spending millions
consistently for preparing, enlisting and repaying the staffs with the objective that the
employees will be profoundly revived and urged to accomplish their work, subsequently, the
profitability of the organisation increases. Sompo Insurance has been facing the challenge in
improving the performance of the employees and the management frequently observes higher
administration expense, absenteeism and conflict. The organisation also faces the issue of
high turnover rate and it leads to the increased hiring costs that can directly impact the
profitability of the organisation (Economictimes.indiatimes.com 2018). Sompo Insurance HK

is concerned with the workforce to improve productivity and profitability. The employees
also observe that moving up to the career ladder in Sompo Insurance is tough; therefore, they
do not find the career advancement.
1.4 Research aim
The aim of the research work is to evaluate the relationship between job satisfaction
and job performance of employees within the insurance industry, the research narrowly
focuses on Sompo Insurance, Hong Kong.
1.5 Research objectives
 To evaluate the various dimensions of job satisfaction in the insurance company
 To identify the effectiveness of motivation on job satisfaction of employees of Sompo
HK
 To evaluate the relationship between job satisfaction on the job performance of
employees of Sompo HK
 To recommend some practical solutions to improve the employees’ job satisfaction
and performance in Sompo Insurance Hong Kong
1.6 Research significance
This research is significant to the future researchers who would do the research on job
satisfaction of the employees and employee performance. In addition, future researchers will
get the idea of job satisfaction of the employees in the insurance industry. Moreover, this
research work will be significant to Sompo Insurance management as they can identify the
recent employees' issues and the possible solutions to the problems. The readers of the
research will get a significant idea about the relationship between employees' job satisfaction
and their job performance in the insurance company. This research provides highlight on to
develop the employees so that they provide a better outcome.

1.7 Structure of the dissertation
Chapter 1: Introduction: In this chapter, the researcher discusses about the rationale of
the research, aim, objectives and research questions. Most importantly, this chapter brings the
background of the research study.
Chapter 2: Literature Review: This chapter brings scholars’ works conducted on this
subject. The researcher presents different theories on job satisfaction and employee
performance to establish theoretical framework of the research. The researcher also presents a
conceptual framework so that the concept can be presented visually.
Chapter 3: Methodology: This chapter presents the data collection process. The
researcher has followed research onion to collect the data. The data collection process and
data analysis process is described using layered approach in this chapter.
Chapter 4: Data findings and analysis: This chapter talks about the data findings and
the survey based results are presented in this chapter. In this chapter, survey results are
presented with tables and graphs. Statistical calculation is also presented here.
Chapter 5: Recommendations and conclusions: This ultimate chapter draws the
conclusion and recommendations have been presented based on issues identified. Linking
with objectives has also been presented along with future scope of the study.

Chapter 2: Literature Review
2.1 Introduction
In this chapter, the theoretical understanding of the basic concept of human resource
management has been explained in light of the job satisfaction, employee motivation and
employee performance. Literature review chapter is important as it includes the current
knowledge of the substantive findings of the scholarly papers. Major sections of the literature
review discussed the theories of job satisfaction and the employee performance. In the
literature review, strive has been made to establish the relationship between the job
satisfaction and employee performance. Scholarly papers have been reviewed in order to
establish the theoretical understanding of the job satisfaction and the employee performance.
In the final section, a gap in literature has also been given.
2.2 Concept of employee job satisfaction
Job satisfaction assists to measure the employees’ contentedness with their job and
job satisfaction has the individual aspects of the employees. As stated by Skaalvik (2014), job
satisfaction of the employees can be accounted through the affective, behavioural and
cognitive components. Khamisa et al. (2015) commented that job satisfaction is the
pleasurable and positive emotional state which may be the outcome of the job experience.
The employees have several facets of the job satisfaction such as communication,
appreciation, workplace culture, personal growth, security and opportunities. Job satisfaction
rate depends on the organisations which want the employees to be happy always and the job
satisfaction strives to reduce the employee turnover. There is a taken hypothesis that job
satisfaction leads to employee performance. When the employees of the organisation become
engaged with their job; they would automatically perform well. As argued by Men (2014),
HR strategies focus on always to develop the employee satisfaction so that the employees do

not demoralise the workers. Employees’ feelings about the job are called the affective job
satisfaction as it reflects the degree of pleasure of the employees in general induces and the
employees’ cognition about the job is called the cognitive job satisfaction as it focuses on
more objectives of various facets of the job. According to Al-Hamdan et al. (2017), job
satisfaction of the employees leads to lower employee turnover and it induces fresh
perspective along with new energy. A happy employee is quite satisfied with their job and the
job satisfaction might come from the workplace motivation and workplace culture (Boxall
and Macky 2014). Engaged employees can add up to push limit, innovation and driving
growth.
2.3 Theoretical framework of employee job satisfaction
Two-factor theory of Herzberg
In the year 1959, Frederick Herzberg proposed a two-factor theory and there are some
factors which may result to the satisfaction to the employees and there are some other factors
which may result to the dissatisfaction to the employees. Herzberg segregated job factors into
two categories; the first one is motivational factors and the second one is hygiene factors.
Motivational factors in the workplace provide the positive satisfaction to the employees and
these factors yield the superior performance of the employees (Alshmemri et al. 2017).
Motivational factors in the workplace are recognition, sense of achievement, growth and
promotional advantages and responsibility. These motivators symbolise the psychological
needs of the employees. In addition, hygiene factors are also important to provide the positive
satisfaction to the employees. If these factors are absent for a long time; the employees may
find hard to get the job satisfaction. Hygiene factors in the workplace are pay, company
policies, fringe benefits, physical working conditions, status, interpersonal relationship
between employees and job security (Hur 2018).

Figure 2.1: Herzberg’s Two Factor Theory
(Source: Hur 2018)
Discrepancy theory
Discrepancy theory states about the ultimate source of dejection and anxiety. If the
employees cannot fulfil the responsibility; this employee can feel the sense of anxiety and
sometimes; these employees regret not performing well. As stated by Judge (2017), the
employees feel dejection when they fail to achieve the dream and the employees also learn
their responsibilities and obligation. From the socio-psychological perspective, agitation is
responsible when the individuals fail to gain the responsibility and obligation. This theory
also states that obligation can be achieved through the rewards like love, approval and praise.
In the workplace, when the employees cannot attain the rewards; the employees feel
dejection, depression and disappointment.
Affect theory
Famous psychologist Edwin Locke developed Affect model and the concept of Affect
theory lies in the concept of discrepancy between what one desires in the job and what the
person gets in the job. This affect theory also discusses values on the given facet of work and

it provides the measure of how much satisfied one person becomes when his/her expectations
are not met. Bailey and DiGangi (2017) argued that employees’ own perspective can
positively or negatively illustrate the degree of satisfaction.
2.4 Concept of employee performance
Employee performance manages the effectiveness of the organisation, stimulates and
develops an important cornerstone of the organisation. Performance management designed by
the management can influence the performance of the employees. Karabay et al. (2018)
stated that satisfied employees always perform better than other employees and satisfaction in
the workplace comes from the extrinsic motivation and it can also come from the intrinsic
motivation also. Employee performance can be traced to the behaviour of the people and
employees' behaviour to organisational performance can be manifested in different ways.
According to Anitha (2014), employees’ behaviour has its relation to the employee
performance and the behaviour of the employees focuses on the task performance.
Performing on the tasks is most significant work-related behaviour. Organisational
citizenship behaviour is also called the soft performance and the employees do their job when
which may be outside of their direct area o job satisfaction. Employee performance leads to
contributing to meet the organisational objectives (Chen et al. 2014). In addition, workplace
deviant behaviour in the workplace can be insult, sabotage, spreading rumour and the theft;
these behaviours can disengage the employee and the employees can receive feedback from
the management regarding the performance and behaviour.
The management within the organisation sets the performance management system so
that the employees perform better and the management must have the track of the employees’
behaviour. Satisfaction of the employees comes from the intrinsic motivation and extra
benefits they get from the work (Reb et al. 2014). The management body plans the

performance of the employees so that they can perform well meeting the expectation of the
organisation.
2.5 Theoretical framework of employee performance
Expectancy theory
Maslow and Herzberg provide attention to the relationship between the internal
desires of the employees; here, Vroom's expectancy theory distinguishes effort, performances
and outcomes. Vroom's expectancy theory discusses conscious choices of the employees
from the given alternatives and their purpose is to minimise the pain and maximise the
pleasure. As stated by Purvis et al. (2015), employee performance is considered to be based
on the individual factors such as employees’ skills, knowledge, employees’ past experience
and their abilities. According to Baumann and Bonner (2017), expectancy is a belief which
increases effort to lead to enhance the performance and expectancy is about having the right
resources, to have the skills and necessary support. In addition, instrumentality is also
believed and it states that if the employees perform well; they would definitely get the valued
outcome. Instrumentality sets towards a clear understanding of the relationship between the
outcomes and performance. Instrumentality leads towards trust which takes the decisions on
getting the perfect outcome. As opined by Purvis et al. (2015), valence is significant so that
the individual places on the expected outcome. If the valence is positive; the persons can
strive to attain the outcome.

Figure 2.2: Vroom’s Expectancy theory
(Source: Purvis et al. 2015)
Goal setting theory
Edwin Locke proposed Goal Setting theory and it is linked to the task performance.
Locke and Latham (2015) commented that Goal Setting theory states about the job
motivation and it can be clear, difficult and particular. Particular and difficult objectives for
the employees are the motivation than general, easy and vague objectives. In addition,
according to Latham et al. (2017), goals of the employees should be challenging and realistic
so that these goals provide an individual with a feeling of pride when the employees attain
them. The more challenging the goal will be; it will lead to the higher performance of the
employees. Moreover, the goal setting theory can improve the employee participation in the
work process and goal-setting theory leads to the individual-self-confidence and the
employees must have the potential to perform the task. Higher self-efficiency employees tend
to take the higher challenging tasks. Finally, the goal-setting theory assumes too that the
employees are committed to the goal and the employees must not leave the goal (Bruce and

Blackburn 2015). In addition, an insurance industry; goal setting theory is used to raise the
incentive for the staffs to compete with other employees effectively and quickly.
2.6 Dimensions of employee job satisfaction
In the insurance industry, the percentage of the satisfied employees has steadily
degraded since the year 2015. In the insurance industry, disappointing wages, economic
factors and client pressures have contributed to job dissatisfaction. The management needs to
engage the employees so that the employees can be productive, focused and present. Gallup
Poll of 2015 published the report where they stated that more than 51% of the employees in
Hong Kong are not engaged and many of which are millennials (Alegre et al. 2016). The
employees need to do the job in which they find the connection. Intrinsic motivation can also
provide job satisfaction which makes the employees engaged in the workplace. The
management should provide respect; appreciation and praise to the employees which make
the employees feel respected. Employees get satisfied when the managers simply say a ‘thank
you’ to the employees. The HR department of the organisation can emphasise on constructive
feedback to open up the communication in the workplace so that they can encourage the
respect among the employees and employers (Huang et al. 2018). The management must give
fair compensation to all the employees as it is one of the crucial factors of job satisfaction.
Fair compensation motivates employees and the employees feel that they are being paid for
their hard work. In the insurance industry, the employees have to deal with the clients all by
themselves; therefore, they expect some extra benefits.
Social dimensions of job satisfaction are associated with co-workers, norms, group-
working, information organisation with other employees and opportunities for interaction.
Job satisfaction is generated when the employees get chance to work with similar mentality
people and team members’ beliefs, attitudes and values. In a multidisciplinary team, the team
members may belong from multiethnic group; the employees need to prepare themselves to

work with different cultured employees. According to Tsai (2011), organisational
dimensions include the formal structure of the organisation, personnel policies, procedures,
nature and size of the organisation, employee relations among the employees, technology and
work organisation and supervision of the team leaders. Job satisfaction comes from the styles
of leadership and management system of the organisation.
Individual dimensions of the job satisfaction are related to the employees’
personality, intelligence, education and abilities along with the employees’ age and marital
status. Job satisfaction of the employees is also related to the emotions at work as moods of
the employees can be long lasting and emotions can be intense. As stated by Wanous (2014),
employees can learn the emotion management which includes the unconscious and conscious
efforts to maintain, increase and decrease the components of emotions. In addition, negative
affectivity is associated with personality trait of neuroticism and negative affectivity leads to
less job satisfaction. On the other hand, positive affectivity in the personality leads to
extraversion which makes the workplace more suitable for the employees. According to Warr
and Inceoglu (2012), psychological wellbeing is the overall effectiveness of the employees’
psychological functioning and it tends to provide positive experience about emotion.
Psychological wellbeing provides job satisfaction which leads to good job performance.
2.7 Strategies to improve employee performance
First of all, the management needs to understand why the employees underperform
and what is stopping the employees to reach an optimal level. As stated by Adkins (2015),
some of the employees may lack the experience which inhibits to perform well and
inadequate capabilities of the employees can lead to underperforming. In addition, the
management may fail to convey the accountabilities and goals for the employees. The
management has its own technique to improve the employee performance; the management

generally uses the employee performance management annually a week (O’Bryan and Casey
2017).
The management generally communicates the clear expectation to the employees and
the management needs to continue to manage what is expected from the frequent
communications. The employees need to explain their own objective so that they can get the
work done properly. In addition, the management of the organisation makes employee
development a priority so that the employees can make a proper plan for their career. The
employees work purposefully so that they can fulfil the skill gaps under the employee
development (Bandura and Lyons 2014). Moreover, the management should make sure so
that the performance appraisal of the employees must be consistent. Timely and regular
appraisals should be conducted so that the employees’ goals must come in forefront of the
daily tasks (Judge et al. 2015). In the insurance industry, the management needs to take steps
toward developing the employee morale as the whole industry is depending on the insurance
agents and staffs. Therefore, the management makes sure about employees must perform
better in the context of making a better work environment, salary level, benefits and
employee understanding of the mission and vision. According to (Sy et al. 2016), empower in
the workplace makes the decision to do the job of the employees well. Empowering the
employees takes many forms so that the employees can gain the authority making the
decisions. The employees must learn to use the right technologies so that they can handle the
decentralise staffs.

2.8 Workplace motivation influences employee performance
Figure 2.3: Relationship among motivation, job satisfaction and performance
(Source: Created by the researcher)
Workplace motivation is important as it allows management meeting the
organisational objectives. According to Lunenburg (2015), motivated employees lead to
increased productions which help the management to have the higher levels of outcome. The
connection between workers’ motivation and performance of the employees is certain; the
general versatility of an organisation relies upon the persuaded employees in the
organisations. Satisfied and motivated employees pay notice to both hierarchical structure
and individual performance. Inspiration is a factor influencing a man's mind to satisfy their
activity duties by finishing the relegated assignment, which appears in their general
employment performance. At the point when the workers are compensated in an association,
they show signs of improvement as they need to expand the activity execution for the
accomplishment of better objectives. Workers can be persuaded by the business by enabling
them to take an interest in the basic leadership process. In an insurance company, it
additionally will help in the augmentation of the execution as the employees will identify
with the performance. As pointed out by Miao (2016), intrinsic motivations are largely
intangible and intrinsic motivation in the workplace from within. Intrinsic motivation comes
from the feeling capable, reinforcing self-esteem, feeling appreciated, satisfaction at realising

the potential and enjoying a sense of challenge in the workplace. On the other side, extrinsic
motivation comes from tangible rewards in the workplace (Lai and Hsu 2015). Extrinsic
motivation comes from fringe benefits, salary, promotions, security and conditions of work.
2.9 Relationship between employee job satisfaction and employee performance in the
insurance industry
Job satisfaction among the representatives is created from various perspectives, and
the organisations move in the direction of enhancing the level of employment fulfilment
among workers with the perspective of retaining maximum skilled employees. Job
satisfaction assumes an imperative job in the activity exhibitions of the employees (Wanous
2014). The satisfied workers tend to build the level of their organisation as far as
administration level, efficiency, and client relationship. If the employees are satisfied, they
would definitely speak to the organisation before the customers in the insurance industry.
Increased job satisfaction may once in a while cause recklessness among the employees, the
employees need higher motivation to work better.
Employees’ contribution is viewed as a standout amongst other approaches to
enhance the job satisfaction among the workers of an organisation, as it has the best effect on
the general job satisfaction of the workers (Chenhall and Brownhell 2018). Included
employees have a solid connection and an awareness of other's expectations and torment
towards the execution in the organisation. Employee conduct towards the customer is
likewise reliant on worker inclusion. The employees that are effectively associated with the
different procedures in their organisation have an awareness of other's expectations towards
the execution of their organisation (Rich 2017). In the insurance industry, job satisfaction
encourages to enhance their activity execution and gain examination from their managers, in
this manner feeling satisfied with their activity. Increased level of desire may be caused by
employee motivation. The inability to satisfy the desire influences the activity satisfaction

adversely. Along these lines, there is a solid connection between work satisfaction and
worker organisation and the diverse organisations must spotlight on these elements to
increase ideal execution from the distinctive employees. As opined by Lawler and Porter
(2017), self-sufficiency is a person’s recognition and conviction who knows they are fit for
certain activity jobs. Self-adequacy is a kind of confidence or a task-specific adjustment of
certainty. Self-suitability has three estimations: significance, the multifaceted nature of the
undertaking me influence a man as they achieve; quality, the conviction seeing a degree as
strong or fragile; and comprehensive explanation, how much the craving is summed up across
over conditions. On the other side, as argued by Bruce and Blackham(2015), job satisfaction
moves from top to bottom as the management can provide what is needed to create job
satisfaction among the employees in the insurance industry.
2.10 Conceptual framework
Figure 2.4: Conceptual framework
(Source: Created by the researcher)

2.11 Gap in literature
Most of the scholars tried to establish a connection between job satisfaction and the
performance of the employees. However, the maximum of the scholars took the help of
quantitative data analysis collected primary data. The scholars tried to find out the reasons
behind the job satisfaction and how they provide employee satisfaction. Motivation is the
only factor in which the scholars provided the different opinion. However, this literature
review cannot bridge the gap between every aspect of job satisfaction in the insurance
industry from employee satisfaction to overall productivity. Motivators factors like
achievement and recognition make the employees more productive in the insurance industry
which creates the employees committed. Supervision and fixed salary decrease the
employees’ dissatisfaction.
2.12 Summary
In this literature review chapter, the researcher tried to make a theoretical framework
of the research topic job satisfaction and the employee performance. Job satisfaction has
different factors and the employee performance also has certain elements. The management
needs to cover both hygiene and motivation dimensions to keep the employees satisfied and
accelerate the performance. A conceptual framework is given to visually analyse the concept.
This concept in the insurance industry would further discuss in chapter four where the
employees of Sompo HK would explain. In the very next chapter, the data collection process
and analysis technique of data are discussed.

Chapter 3: Research Methodology
3.1 Introduction
In this chapter, a specific procedure of data collection technique and analysis is
explained. Research methodology is helpful to identify, process, select and analyse the data
collecting for the research to be conducted. Research methodology section permits the
researchers to critically evaluate the collected data with validity and reliability. As stated by
Saunders et al. (2010), in research, data collection process can be shown as onion where
many layers are hidden.Research methodology sections assist the readers to understand the
data collection process and how the data is analysed. In this chapter, a timeline of the
research is also provided along with ethical considerations.
3.2 Research philosophy
According to Hughes and Sharrock(2016), research philosophy specifies the nature,
source and development of the research knowledge and research philosophy state the ways in
which the data can be collected. Research philosophy is believed to be the first layer of
research onion. Research philosophy involves formulating and being aware of the
assumptions and beliefs of the research. Research philosophy is the first layer of the research
onion. In addition, research philosophy is of three types:
1. Positivism
2. Interpretivism
3. Realism
Positivism Interpretivism Realism
Data collection
method
Mixed and multiple
methods of data
Small samples
mainly used in
The chosen method
needs to select first

collections can be
used with both
qualitative and
quantitative
qualitative
investigations
and both qualitative
and quantitative data
can be used
Table 3.1: Comparison of positivism, realism and interpretivism
(Source: Hughes and Sharrock 2016)
Justification of selecting positivism philosophy
The researcher has selected positivism research philosophy as positivism philosophy
follows the factual knowledge regarding the observation. Positivism philosophy also depends
on the quantifiable observation and in this research; the researcher has collected quantitative
data. Positivism philosophy is fully object oriented and positivism philosophy helps to
analyse the data through statistical calculation (Edson et al. 2016). In this research, the
researcher needed the sense of the employees how the job satisfaction relates the employee
performance. Positivism provides empiricist view of the knowledge which might stem from
the human experience.
The researcher did not follow the interpretivism approach as it opposes the natural
and scientific data collection. On the other side, the concept of this research is based on
management aspect and Realism expects to find the data independently of conceptual
scheme.
3.3 Research approach
The research approach is a procedure which consists of the broad assumptions about
data collection. Research approach helps to analyse the research problems and research
approach is divided into two categories (Sekaran and Bougie 2016). The first category helps

to collect the data and second category analyse the data with reasoning. The research
approach is of two types: deductive approach and inductive approach.
Deductive approach Inductive approach
Generalisation The content goes from general to
specific
The concept goes from specific
to general
Use of data Data is collected for the
hypothesis
Data is collected for exploring
the phenomenon
Logic The premises are true, the
conclusion can also be true
Premises are used to gather the
conclusion
Theory Verification of theory Theory building and generation
Table 3.2: Comparison of inductive and deductive approach
(Source: Sekaran and Bougie 2016)
Justification for selecting a deductive approach
The deductive approach has been used in this research as a deductive approach starts
with the theory. In the literature review section, theories and concept of the job satisfaction
and the employee performance have been discussed. The deductive approach helps to test the
research questions and it goes to understand the concept from general to specific (Pearl
2014). In the subject matter of both job satisfaction and employee performance; a huge
amount of secondary data is already present; deductive approach has been a help to identify
the specific information. Finally, the deductive approach confirms and rejects the concept
after testing the concept or theory.
The researcher did not take inductive approach as it aims to get the meaning from the
collected data to identify the relationships and patterns to build the concept. Inductive

reasoning is based on the experience and learning (Silverman 2016). The researcher did not
have first-hand experience of understanding the concept of job satisfaction and employee
performance. Inductive approach lets the researcher to formulate theory based on the data
collection.
3.4 Research design
Research design provides the systematic plan to conduct the research. As opined by
Creswell (2017), research design is the overall synchronisation of identified components of
the research. The research design is of three types: exploratory, explanatory and descriptive.
Explanatory research is helpful to design when the research problem is not researched well
and it helps to conduct the research in cause and effect process. In addition, exploratory
research does not aim to provide only the conclusive and final answers to the questions of the
research as it explores more about the research topic. Finally, a descriptive research design
involves describing and observing the behaviour of the respondents.
The justification for selecting an exploratory research design
Exploratory research design has been chosen by the researcher for this research as
exploratory research implies to explore the research questions. Exploratory research design
does not intend to offer the conclusive decision to the existing problems (Flick 2015).
Therefore, in this research, the subject topic job satisfaction and employee performance are
well researched. The researcher has got a better understanding as a result of revealing new
insights and new data. The subject area of the research is job satisfaction and the employee
performance and this particular research design assist to make the decision, choosing and
evaluating the better action in conducting the research.
The researcher has not taken descriptive research design as descriptive research
design cannot be utilised to correlate the variables and to determine the cause and effect

relationship between two variables. Moreover, the researcher has also not taken exploratory
research as the researcher did not want to provide conclusive and final outcomes of the
research.
3.5 Data collection process
There are two types of data collection process, primary data collection and secondary
data collection. Primary data are collected from the respondents who are associated with the
research and these are raw data. Secondary data are collected from the secondary data
sources. The researcher has collected both primary and secondary data in order to conduct the
research. Primary data have been collected through conducting the e-mail survey. The
researcher has prepared 14 close-ended questions using Likert scale. As stated by Matell and
Jacoby (2014), Likert type scale is widely used for scaling the responses of the respondents in
survey research. The Likert scale has been used to provide the options for the questions and
Likert scale represents the attitude of the people in a topic. The survey is a helpful method to
collect the primary data and survey is associated with the low-cost process. In addition, the
survey provides the high-level of general capability in order to represent the large population.
The survey provides the convenient data gathering and e-mail survey was useful for the
researcher to gather the opinion of the respondents in a particular storage. An e-mail survey
was helpful as the researcher has created the questions through Google Survey form and the
link of the questionnaire was posted on the e-mail link. Therefore, survey method is helpful
to do the good statistical significance.
Secondary data have been collected from the secondary sources like books, journals,
online articles, government report, company websites and online magazines.

3.6 Sampling technique
In this research, the researcher has collected the survey responses from the senior
level employees of Sompo HK. Therefore the sample population of the research was the
employees of Sompo HK. The sample size of the research was kept as 70. The researcher has
collected the data irrespective of all the departments. The researcher has taken permission
from Sompo HK by sending the e-mail and the researcher has collected the e-mail ids of the
employees from Sompo HK database. The sample frame of the research was the e-mail and
Google survey form. The researcher wanted to collect the data from at least 100 respondents;
however, only 70 employees replied to the e-mail. The researcher requested the employees to
answer all the 12 questions. The researcher has used simple random sampling technique in
order to conduct the research. In simple random sampling; each of the individuals has an even
chance of being selected (Lewis 2015). Proper sampling technique helps to include ease of
accuracy and representation of the research. Simple random sampling provides the advantage
of ease of using the accurate presentation of the large population. In Sompo Insurance HK,
large numbers of employees work; however, simple random sampling provides the fair way
to select sample from the given population.
Sample
population
Sample size Sampling
technique
Sample frame
Senior level
employees of
Sompo HK
50 Simple random
sampling
E-mail survey
using Google
Survey form
Table 3.3: Sampling of this research
(Source: Created by the researcher)

3.7 Data analysis technique
The researcher has collected primary data from the survey and the researcher has
analysed the data using quantitative data analysis technique. Quantitative data are mainly
numerical data which are collected from the survey (Palinkas et al. 2015). In this research,
quantitative data has been analysed using the statistical data analysis technique. The
researcher has used SPSS 2.0 software to establish the relationship between two variables job
satisfaction and the employee performance. The tables and graphs have been used to present
the data visually. SPSS (Statistical Package for the Social Science) is software which is used
for the statistical analysis as it offers an advanced platform to analyse the data. SPSS offers
text analysis, learning algorithm, integration with big data and open source extensibility to
the researcher. The statistical analysis has provided the researcher to do the correlation and
regression analysis. As stated by Vaioleti(2016), statistical analysis and methods are used to
communicate findings of the research to support the hypothesis of the study. SPSS analysis
assists to present the data analysis in tabulated format, complex statistics, charts and
descriptive statistics.
Secondary data analysis has been conducted in the literature review section. The
researcher has created a link to secondary sources with primary data findings.
3.8 Reliability and validity testing
The researcher has collected the data from the reliable data sources. Reliability testing
verifies that software is capable of performing the failure-free operation. In this research, the
researcher has used Cronbach’s alpha which helped the researcher to measure the internal
consistency and how closely the related set of items can be grouped. It is exploratory
research; exploratory factor analysis helps in checking the dimension of the research. The
researcher has followed the face validity in which the degree to which the procedure appears
effective in terms of stated aims.

3.9 Research ethics
This research is associated with the human participants and the researcher has taken
permission from Sompo HK to conduct the research on the employees. The researcher has
sent the consent form to Sompo HK so that the researcher can get the permission of
conducting the research. In addition, the researcher has followed the Privacy Commissioner
for Personal Data (PCPD) where it is stated that the researcher needs to follow the
compliance laws.
 The researcher has collected the data through survey and the researcher has not
exchanged any money during the survey.
 Any kind of coercion has not been done. The researcher has not published any name
of the respondents; hence the researcher has maintained confidentiality.
 The researcher would destroy the data once the research process is done.
 The researcher has taken permission from the university before conducting the
research.
3.10 Research timeline
(Refer to Appendix 1)
3.11Summary
In this chapter, the researcher stated the data collection process and data analysis
technique. The researcher has collected the survey data from the respondents and the
researcher has also collected secondary data sources. In the following chapter, the survey data
is explained using tables and graphs. In addition, while discussing the primary data; the
researcher has used secondary data sources to link.

Chapter 4: Data analysis, Findings and Discussion
4.1 Introduction
This chapter presents the analysis of the collected data and the outcomes. To find out
the impact of the employee motivation on the job satisfaction and performance of the
employees in SompoInsurance, Hong Kong, primary research was conducted. The researcher
collected primary data through a survey on the employees of Sompo Insurance. 45 employees
were chosen by applying simple random sampling for the survey. The questionnaire
contained 14 close ended questions with 5 point rating scales, in which ‘strongly disagree’ is
represented by 1 and ‘strongly agree’ is represented by 5. The option ‘don’t know/doesn’t
apply’ is represented by the value 6. The survey responses were analysed using quantitative
methods in SPSS version 20. The findings are explained below.
4.2 Findings
Descriptive analysis
The survey commences with age group of the participants and whether they are
satisfied with their workplace. Gradually it proceeds to gather the information from the
employees regarding various aspects of job satisfaction. These factors were chosen based on
the knowledge gained from various literatures and those addressed employee’s opinions
regarding the influencing factors of job satisfaction and performance.

Figure 4.1: Age group
It is found that maximum number of respondents (15) belonged to the age group of 31
to 40 years, followed by 12 in the group of 21 to 30 years and 11 in 41 to 50 years. Only 7
people in the group were of 51 years and above. It can be assumed that aged employees have
more experience in the organisations and regarding the factors of job satisfaction and thus,
their responses would be more credible.
Figure 4.2: Satisfaction with the work place
This question measures the overall satisfaction level of the employees, which
combines the effect of many factors. Regarding the satisfaction in the work place, there have
been diverse responses, although majority (40%) have agreed that they are satisfied with their

workplace. However, an equal number of people voted for neutral as well as very satisfied.
On the other hand, another set of equal number of respondents chose the option
for‘dissatisfied’, ‘very dissatisfied’ and ‘do not know’. Thus, it can be said that the
workplace, that is, Sompo Insurance, is commonly perceived to be satisfactory.
Figure 4.3: I know what is expected of me at work
53.3% of the respondents agreed and 24.4% strongly agreed that they knew what was
expected of them at the workplace. Very few people disagreed and answered neutral to this.
Thus, it can be inferred that the majority of the employees know about their job roles and
responsibilities clearly and they understand the expectations of the employers from them.

Figure 4.4: I have the materials and equipment I need to do my work right
The participants were asked that whether they get the proper materials and equipment
for doing their work right. 40%agreed and 13.3% strongly agreed, while 20% answered
neutral, and the rest disagreed and strongly disagreed. This is a vital factor as these help in
increasing the productivity of the employees.
Figure 4.5: At work, I have the opportunity to do what I do best every day
On the question of whether they get the opportunity to do what they do best every
day, 37.8% agreed while 31.1% answered neutral. Very few participants strongly agreed and
strongly disagreed while 15.6% disagreed. Thus, these question gotmixed reactions.

Figure 4.6: In the last seven days, I have received recognition or praise for doing good
work
The participants were asked whether they got any praise for good work in the past
seven days, a good number of participants (57.8%) agreed and 8.9% strongly agreed. On the
other hand, 17.8% disagreed, 4.4% strongly disagreed, while 11.1% answered neutral.
Frequent recognition of good work increases motivation and satisfaction of the employees
and hence this question is a vital one to know about the attitude of the employers regarding
the recognition of good work.
Figure 4.7: My supervisor, or someone at work, seems to care about me as a person
Supportive and caringcolleagues and supervisor ensure a positive work environment,
contributing in improved performance and thus, in the question, 57.8% agreed and 11.1%
strongly agreed. However, 15.6% answered neutral, 11.1% disagreed and 4.4% strongly
disagreed.

Figure 4.8: There is someone at work who encourages my development
Maximum number of respondents (53.3%) agreed and 15.6% strongly agreed that
there is alwayssomeone at the workplace that encourages their development, while 8.9%
disagreed, 4.4% strongly disagreed and 17.8% answered neutral.
Figure 4.9: At work, my opinions seem to count
33.3% agreed and 17.8% strongly agreed that in Sompo, their opinions seem to count.
However, 28.9% answered neutral and the rest disagreed and strongly disagree.

Figure 4.10: The mission or purpose of my company makes me feel my job is important
35.6% feel that the purpose of Sompo makes their job important. 15.6% strongly
agreed to that. On the contrary, 11.1% strongly disagreed, 8.9% disagreed and 28.9% were
neutral.
Figure 4.11: My co-workers are committed to do quality work
42.2% agreed and 13.3% strongly agreed on the question that if the co-workers do
quality work. Thus, quality work by co-workers has an impact on the employees’
performance.

Figure 4.12: I have a best friend at work
Having a close friend in the workplace influences an employee to stay happy and
relax at the workplace and makes him work diligently. 37.8% agreed and 20% strongly
agreed that they have best friends at work, while 15.6% strongly disagreed, 4.4% disagreed
and 22.2% answered neutral.
Figure 4.13: In the last six months, someone at work has talked to me about my
progress

48.9% agreed and 24.4% strongly agreed that in the last six months, their career
progress has been discussed. Very few people said otherwise. This indicates the application
of a good performance monitoring system in Sompo Insurance.
Figure 4.14: This last year, I have had opportunities at work to learn and grow
In the last question, the participants were askedthat whether they had opportunities to
learn and grow in the past 1 year. Maximum number of respondents agreed (37.8%) and
strongly agreed (33.3%), while very few people responded otherwise. Hence, it can be said
that the company provides opportunities for learning and achieving career growth.
Quantitative analysis
Quantitative analysis was performed on the response data to find out the impact of the
job satisfaction level on the employee performance. The questions in the survey were framed
on the basis ofdifferent latent factors that form the foundation of job satisfaction of the
employees in Sompo Insurance, Hong Kong.The second question in the survey asked the
level of job satisfaction of the employees from the workplace, which is a dependent variable
and depends on the factors like, availability of the equipment, recognition of good work by
the employers, encouraging co-workers and supervisors, opportunity to perform, sense of

importance and learning and growth opportunities. Thus, a new variable was computed,
namely, Motivational Factors, using the median values of all the 12 variables. This new
variable captured the combined effect of all the determining factors. Three research
hypotheses were designed to find out the impact of the independent variables on the
dependent variable, that is, the satisfaction level, and one hypothesis was designed to measure
the impact of availability of resources or equipment on the opportunity of the employees for
doing the best job, which is the dependent variable. Thus, Among the 12 determining factors,
the recognition in the workplace, availability of the proper equipment, growth in last 1 year,
opportunity to do best and overall satisfaction leveland the new variable, Motivation factors,
capturing the combined impact, were considered for designing the research hypotheses.
Those are as follows.
Hypothesis 1
H0: Recognition does not affect overall job satisfaction level of employees
H1: Recognition affects overall job satisfaction level of employees significantly
Hypothesis 2
H0: Growth in last 1 year does not affect overall job satisfaction of employees
H1: Growth in last 1 year affects overall job satisfaction of employees significantly
Hypothesis 3
H0: Motivational factors do not affect overall job satisfaction of employees
H1: Motivational factors affect overall job satisfaction of employees significantly

Hypothesis 4
H0: Availability of equipment (resources) does not affect the opportunity of doing best for the
employees
H1: Availability of equipment (resources) affects the opportunity of doing best for the
employees significantly
These factors were chosen to find out the impact of some major motivational factors
on the employee performance. Employee performance is highly dependent on the motivation
and job satisfaction, and those in turn depend on the variables chosen in the survey. Among
those variables, the major ones were chosen for designing the research hypotheses.
Regression analysis were performed to test the research hypotheses, in which the
satisfaction level is the dependent variable in three hypotheses and opportunity for doing best
work is the dependent variable for the fourth one. SPSS version 20 was used for conducting
the regression analysis. Four regression testswere done for the four hypotheses and the results
are as follows.
Regression 1
Model Summary
Model R R Square Adjusted R
Square
Std. Error of
the Estimate
1 .504a .254 .237 1.080
a. Predictors: (Constant), 6. Recognition in last 7 days

ANOVAa
Model Sum of
Squares
Df Mean Square F Sig.
1
Regression 17.072 1 17.072 14.644 .000b
Residual 50.128 43 1.166
Total 67.200 44
a. Dependent Variable: 2. Overall satisfaction level
b. Predictors: (Constant), 6. Recognition in last 7 days
Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 1.703 .571 2.981 .005
6. Recognition in last 7
days
.601 .157 .504 3.827 .000
a. Dependent Variable: 2. Overall satisfaction level
It can be seen from the above tables that, recognition in the last 7 days is the
independent variable and overall satisfaction level is the dependent variable. The significance
value is 0.000, which is less than the critical p value of 0.05. For the null hypothesis to be
rejected, the significant p value should be less than 0.05, which is the case for this model.
Hence, the first null hypothesis was rejected, that is, recognition in the last 7 days has a
significant positive impact on the satisfaction level of the employees in Sompo Insurance.

Regression 2
Model Summary
Model R R Square Adjusted R
Square
Std. Error of
the Estimate
1 .654a .428 .415 .946
a. Predictors: (Constant), 14. Growth in last 1 year
ANOVAa
Model Sum of
Squares
Df Mean Square F Sig.
1
Regression 28.753 1 28.753 32.159 .000b
Residual 38.447 43 .894
Total 67.200 44
a. Dependent Variable: 2. Overall satisfaction level
b. Predictors: (Constant), 14. Growth in last 1 year
Coefficientsa
Model Unstandardised
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 1.545 .422 3.661 .001

14. Growth in last 1
year
.604 .107 .654 5.671 .000
a. Dependent Variable: 2. Overall satisfaction level
In the second hypothesis, the relationship between the learning and growth in the last
1-yearand the satisfaction level of the employees has been explored. The adjusted R-square
value indicates that the model explains 41% fitness of the data. The significance value is
0.000, which is less than 0.05. Thus, the second null hypothesis is also rejected, that is,
learning and growth in the last 1 year significantly improves the job satisfaction of the
employees of Sompo Insurance.
Regression 3
Model Summary
Model R R Square Adjusted R
Square
Std. Error of
the Estimate
1 .660a .435 .422 .940
a. Predictors: (Constant), Motivation factors
ANOVAa
Model Sum of
Squares
Df Mean Square F Sig.
1 Regression 29.232 1 29.232 33.107 .000b
Residual 37.968 43 .883

Total 67.200 44
a. Dependent Variable: 2. Overall satisfaction level
b. Predictors: (Constant), Motivation factors
Coefficientsa
Model Unstandardised
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 1.234 .468 2.639 .012
Motivation
factors
.722 .125 .660 5.754 .000
a. Dependent Variable: 2. Overall satisfaction level
Third hypothesis explores the impact of all the variables in a combined form, that is,
the motivation factors on the dependent variable, which is the overall satisfaction level of the
employees. This model explains 42% of the fitness of the data, which is a moderate fitness of
the model. This model also has the significance value of 0.000, significantly less than the
critical p value 0.05. Therefore, the third null hypothesis is also rejected. In other words, the
motivation factors, that is, all the 12 independent motivational factors have a significant
combined impact on the satisfaction level of the employees in Sompo. An improvement in
these factors will bring improvement in the job satisfaction level.
This outcome is supported by the correlation result between these two variables.
Correlations

2. Overall
satisfaction
level
Motivation
factors
2. Overall satisfaction
level
Pearson
Correlation
1 .660**
Sig. (2-tailed) .000
N 45 45
Motivation factors
Pearson
Correlation
.660** 1
Sig. (2-tailed) .000
N 45 45
**. Correlation is significant at the 0.01 level (2-tailed).
The Pearson correlation coefficient has a value of 0.660, which is positive. Thus, it
can be said if the motivational factors are enhanced through various efforts by the employers,
then that would improve the job satisfaction level of the employees, which would be reflected
in the employee performance.
Regression 4
Model Summary
Model R R Square Adjusted R
Square
Std. Error of
the Estimate
1 .830a .689 .682 .605

a. Predictors: (Constant), 4. Equipment availability
ANOVAa
Model Sum of
Squares
Df Mean Square F Sig.
1
Regression 34.857 1 34.857 95.343 .000b
Residual 15.721 43 .366
Total 50.578 44
a. Dependent Variable: 5. Opportunity to do best
b. Predictors: (Constant), 4. Equipment availability
Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) .774 .262 2.952 .005
4. Equipment
availability
.731 .075 .830 9.764 .000
a. Dependent Variable: 5. Opportunity to do best
The fourth and last regression test analysed the impact of availability of the
equipment, that is, resources on the opportunity for doing the best work by the employees.
This aspect was considered as availability of the proper resources and equipment improves

the work performance of the employees, and hence, presents the opportunity for delivering
the best work as per the employees’ capabilities. The value of adjusted R-square is 0.682,
which indicates that the model explains 68% of the fitness of the data. The significance value
is again 0.000, which indicates that the fourth null hypothesis is rejected. Thus, equipment
availability significantly and positively improves the opportunity for a better work
performance of the employees in Sompo Insurance.
Reliability test
Reliability test was performed to find out the internal consistency of data. Internal
consistency is measured by Cronbach’s alpha. This test measures whether the data collection
measure is reliable, that is, it is able to generate almost accurate and consistent result
repeatedly in different testing situation (Tavakoland Dennick2011). In the given study,
primary data was collected through a survey and the reliability statistic, that is, Cronbach’s
Alpha indicates whether it would be able to produce a consistent outcome in different
circumstances or for different sample set.
Reliability Statistics
Cronbach's
Alpha
N of Items
.970 13
The test was done on all the 13 variables taken together, except for the age group data
of the employees. The value for Cronbach’s alpha in this study is 0.970, which is an excellent
score as per the rule of thumb. A score of 0.7 or more is an acceptable score and in this case,
the 0.970 indicates that the measure is highly reliable.The questions will generate highly
consistent data even if it is applied on other sample sets.

4.3 Discussion
From the above analysis, it can be inferred that, employee satisfaction is a broad
topic; it is based on many factors.The employers should focus on those aspects, which would
increase the motivational level of the employees. According to the motivation-hygiene theory
by Herzberg (2017), the factors, such as, rewards and recognition in the workplace, sense of
importance in the organisation, ability to improve productivity, opportunities for learning and
career growth, achievement, opportunity to do high quality work or something meaningful
and encouraging working environment, are intrinsic conditions of the job. These influence the
motivation and job satisfaction level of the employees significantly. If an organisation can
arrange more of the motivation factors, then the employees get benefited from the
opportunities in terms of learning, personal growth, rewards and recognition and these
contribute significantly in improving their productivity. The findings of statistical analysis
have brought the issues of Sompo Insurance HK.
ANOVA test confirmed the statistically important difference among the employees’
job satisfaction. The employees within the organisation of Sompo HK have been facing the
issue of team work and cooperation. The outcomes of the dimensions and results are unique
as the differences of the employees’ understanding are significant. In addition, in insurance
field, the employees have to provide new clients to the organisation. Failure of finding new
clients, the employees face the issue of job security which indicates the employees’ job
satisfaction and needs vary employees’ wise. In Sompo Insurance HK, the management
provides rewards and recognition so that the employees can be motivated. The management
drives motivation to the employees through rewards to be a safe and better work. The
employees expect empowerment from the management as this result indicates difference
among the desires of the employees. Sompo Insurance HK has the general guideline policies
for the employees as the managers and HR professionals take the responsibilities with care,

the managers recruit the employees following fair rules and the management transfer and
promote the employees following track record. As discussed in the literature review, Sompo
Insurance HK gives the employees motivators like responsibilities in work, opportunities for
advancement, growth in the work, recognitions. In addition, hygiene factors are also present
in Sompo Insurance HK as it provides good salary, good interpersonal relationships.
However, the employees think that they miss the job security, good working conditions and
the proper work-life balance. Quality of supervision is another factor of employee
performance in the insurance companies (Bakker 2016). Sompo Insurance HK provides
fringe benefits to the senior level employees apart from the rewards and recognition and the
proper wages.
In the literature review section, it has been observed that organisational behaviour;
management and behaviour psychology has been discussed by the scholars. In the literature
review, Colquitt et al. (2015) showed the constructive aspects of managerial functions in
maintaining the job satisfaction and employee performance. In the questionnaire, conflict-
related questions help to identify the job satisfaction of the employees. The employees of
Sompo Insurance HK have not been performing well in recent time and the findings showed
linear relationship between the employee performance and constructive conflict management.
The management of the organisation solves the conflict among the employees in order to
provide job satisfaction. In the given study on the employees of Sompo Insurance, Hong
Kong, the survey questions were framed by taking a cue from the Herzberg’s theory. 12
independent variables were considered to evaluate their impact on the job satisfaction level of
the employees. Among those some of the major factors were taken for the regression
analysis. It has been found that, individually as well as all these factors together have a
positive and significant impact on the overall job satisfaction level of the employees. The
relationship between equipment availability and opportunity to do best in the workplace was

also explored through another regression analysis and it was found that those two are
positively related. Thus, it can be said that, if an employee gets the proper equipment, it
would motive him to increase his productivity, which is a motivational factor and thereby
increases job satisfaction. Hence, all these are mutually dependent aspects of motivation, job
satisfaction and employee performance. In Sompo Insurance, the employees have reported
that they enjoy an overall job satisfaction from various factors in the workplace and that
motivate them to learn, growth and perform their best when they get any opportunity. Thus,
job satisfaction level positively influences the employee performance in Sompo Insurance,
Hong Kong. Job satisfaction of the employees brings the employers positive sides like lower
turnover, higher productivity, increased customer satisfaction, helping to earn higher
revenues and employee absenteeism.
4.4 Summary
In the literature review section, it has been highlighted that as per the motivational
theories by various other scholars, job satisfaction is highly dependent on various factors,
which are again mutually dependent. In this chapter, findings have been gathered through the
survey and survey responses have been analysed using the statistical analysis. The limitation
of the questionnaire lies on that maximum of the questions was on the job satisfaction and
less questions on measuring the performance of the employees. In this chapter, job
satisfaction and employee performance issues within Sompo Insurance have been identified.
In the following chapter, the recommendations are given based on the issues of Sompo
Insurance HK.

Chapter 5: Conclusions and recommendations
5.1 Conclusions
In the insurance industry, employees are the primary source of the organisation’s
competitive advantage, survival of the organisation depends on the employees’ commitment
towards the organisation and the employees provide organisational prosperity. Therefore, the
organisations take regular efforts to motivate the employees and induce positive factors so
that the employees can perform well. Sompo Insurance is not the exception as Sompo
Insurance also has the rewards and recognition scheme for the employees and Sompo HK
also provides career growth to the employees. During the survey, the employees agreed that
Sompo HK provides more opportunities for their job effectiveness. In the insurance industry,
the employees have a poor quality of life as they hardly have the work-life balance due to
their client management issue. Organisational competitive capability depends on employees’
performance and how distinct performance of the employees portrays the performance of the
organisation. Sompo Insurance HK provides the employees’ compensation plan, holidays and
extrinsic motivation. Sompo Insurance has structured compensation plan well so that the
employees can get the fair idea of management’s offering. The overall findings and literature
review of the research focus on meeting the objectives of the organisation. In addition, it has
also been noticed that dissatisfaction with the work life can arise due to the mismatch
between the performance of the organisation and the employees’ expectation. In addition, the
survey findings and the literature review found out that low insurance market penetration and
wide market opportunities attracted the insurance companies to recruit maximum employees.
Sompo Insurance HK is currently growing rapidly and the organisation has so many
projects in hand. The employees can learn a lot from the ongoing projects and Sompo
Insurance HK has just introduced the International Exchange Programme. Survey result

suggested that Sompo HK provides work-life balance and the organisation promotes the
junior employees so that in future, the employees can provide a good deal of promise.
However, job advancement in Sompo HK is limited and employees have to wait a long for
promotions. Primary data from the survey provided the information about good pay package,
bonus and healthcare coverage of the employees which provide the employee's satisfaction.
The monetary incentive in the insurance industry is associated with rewards, money as
commissions, bonus, variable pay, base pay and benefits. The non-monetary incentive in
Sompo HK is related to assigning to challenges duties, recognising good work, improving
working condition and letters of appreciation to the employees. It has been observed that
Sompo HK is fast paced and forward thinking organisation which collaborates with external
parties to improve the business. Company culture has to improve after understanding the
personal capacity of the employees.
When the employees are not satisfied with their job or are part of a toxic work
environment, they are more likely to experience diminished productivity that will eventually
affect other aspects of their personal life. There's nothing more regrettable than being stuck in
an occupation the persons abhor or working with individuals the individuals don't coexist in
harmony with. A fabulous job is so much more than a prestigious designation, a great salary
or rewarding day-to-day work. It's also about working for an organization that offers the
employees peace of mind and shares the same value about ethics and personal growth. The
performance of the employees in Sompo Insurance HK has been poor due to the poor work-
life balance, less employee engagement and poor leadership and supervision.
5.2 Findings from primary data and literature review
Organisations strengthen the bond with the employees through investing in the
employees. In the insurance industry, the firms are completely depended on the employees;
therefore, the firms invest in training and development of skills for the employees. Sompo

HK provides education along with training to the employees so that the organisation must
become competitive and productive to win the loyalty of the customers. In the insurance
industry, the firms provide rewards to the employees in response to the employees’
performance and contribution. The firms can give intrinsic motivation to increase employee
retention and commitment. The primary data collection proved that intrinsic approaches are
intrigued with organisation culture and productive employees. Sompo Insurance Human
resource policies within the organisation, performance-based reward system; promotion
opportunities and career growth affect the workers’ decision. Sompo HK follows a vertical
structure that provides a ladder to the employees to climb the growth. However, the survey
result showed that employees do not find career growth fast. In addition, motivation in the
workplace is a very important factor and motivation can come both intrinsic and extrinsic.
Intrinsic motivation provides an inner urge to work in the organisation and it comes from
interest and curiosity. Extrinsic motivation in the workplace can come from the fame, money,
achievement, praise and behaviour of other employees (Jacobs et al. 2016). The management
always plans to make the workers motivated so that they can perform well and be satisfied
within the organisation. Finally, work-life-balance of employees can provide additional job
satisfaction as the employees have a personal life after their working hours. If the
organisation asks to continue the work even after the working hours; the employees' personal
life gets affected. In the insurance industry; the employees have to handle the clients even
after the office hours through e-mails and phone calls (Zhu et al. 2014). The employees who
are unhappy with the life and working pattern will eventually be dissatisfied.
The employees in Sompo HK know what their job roles areas during the induction
period; the managers make the employees understand about the job roles. In addition, the
survey result also highlights that the employees have all the equipment and materials to do
their work. Sompo HK also provides the recognition to the employees as per their

performance and this recognition can be intrinsic or extrinsic. Leaders within the organisation
Sompo HK care for the employees.
5.3 Linking with objectives
Objective 1: To examine the various dimensions of job satisfaction within the insurance
company
This objective has been met in survey questions number 2, 3, 6 and 10 and in the
literature review section. In Sompo Insurance HK, the employees have been asked about a
number of friends, equipment, materials to do the work and opportunity to do the work
properly. In the literature review section, the factors of job satisfaction have been explained
and these factors can be a workplace area, promotions, rewards and recognition, politics and
motivation. The fellow employees are also responsible for having job satisfaction. In the
insurance industry, job satisfaction comes from fringe benefits and work-life balance of the
employees. Personal dimension of job satisfaction is related to the emotions, mood and
personality traits of the employees. In addition, Sompo HK provides both intrinsic and
extrinsic motivations to the employees so that they can be engaged in the workplace. The
employees expect fair compensation to all the employees which give them satisfaction. It is
clear that Sompo HK provides motivation and fringe benefits to the employees which
increase the job satisfaction of the employees.
Objective 2: To identify the effectiveness of motivation on job satisfaction of employees
of Sompo HK
This objective has been met in survey question number 4, 5, 8 and 11 and in the
literature review section. Sompo Insurance HK provides rewards and recognition to the
employees as they have recognition and compensation plan. The employees feel that the
supervisors do not care properly for the employees and not just extrinsic motivation can

motivate the employees to perform well. Performance of the employees mainly comes from
intrinsic motivation and when the employees feel interested. Job satisfaction is the
individuals’ emotional response regarding the current job condition and motivation is the
driving force to continue and satisfy the desires of the employees. In Sompo Insurance HK,
managers help the employees to achieve the internal motivation which strives to increase and
drives the performance of employees. Motivation is effective in increasing engagement of the
employees and it inspires the employees to work better. In insurance industry, motivation is
needed for the employees as the employees are the main stand of the firm. Motivation gives
the employees commitment and it gives willingness to exert more effort on behalf of the
organisations.
Objective 3: To evaluate the relationship between job satisfaction on the job
performance of employees of Sompo HK
This objective has been met in survey question number 12 and mostly in the literature
review section. In the literature review, the scholars stated about the relationship between
satisfaction while working within the organisation and satisfied or motivated employees
perform well. In chapter four, the SPSS analysis focuses on establishing the relationship
between these two variables. Job satisfaction of the employees is the sum of all positive
factors both motivators and hygiene factors of the employees. Job satisfaction defines
employee performance as satisfied employees perform well. Employees of Sompo Insurance
HK get a professional work environment, compensation policies and satisfaction of the
employees to perform well. However, the intrinsic motivation of the employees is missing
and employee engagement is also missing. Literature review section found out some positive
relationships between desirable work results and organisational commitment like
performance, job satisfaction and adaptability. Research result also shows that satisfied
employees attend the work, arrive at the work on time and tend to stay with the organisation.

Employee performance can be improved through training and development of the employees
and employees must feel like making the difference in reaching the insurance business goal.
Objective 4: To recommend some practical solutions to improve the employees’ job
satisfaction and performance in Sompo Insurance Hong Kong
This objective cannot be met properly as no such survey question was based on a
recommendation. In the literature review section, the factors of job satisfaction and strategies
to improve employee performance have been discussed.
However, the issues of Sompo Insurance HK have been highlighted through analysis
of survey questions. In the following section, a set of recommendations is given to solve the
issues within Sompo Insurance HK.
5.3 Recommendations
Recommendation 1: Improve work-life balance
In Sompo Insurance, the staffs work hard to provide perfect client satisfaction. In this
digital age, the staffs in the insurance industry have to answer the clients’ queries for 24*7.
Therefore, the employees do not have the work-life balance and the employees are burnt-out.
The management of Sompo Insurance HK needs to keep an eye out for burn out of the
employees and the management can embrace flexible working time. The management should
start efficient work and not just the more work. The employees should be efficient enough to
finish the work during the office work and not to take the work at home. In addition, Sompo
management can promote health initiative for employees. Balanced work-life can provide job
satisfaction. Sompo HK provides healthcare insurance to the employees and the managers
must ask the employees to take care of the employees’ health. The employees must work hard
during working hours, after office hours; employees need to enjoy personal time for them.

Sompo HK can take the strategy of determining the priorities of the employees and establish
the boundaries of the employees purposefully.
Recommendation 2: Improve quality of supervision
The leadership within Sompo Insurance HK is not effective as the leaders cannot
supervise the employees in a proper way. Just a compensation plan and reward system cannot
motivate the employees to perform well. Supervision system of Sompo Insurance HK should
offer praise to the employees if the employees perform well. Supervision of the employees
should be generous with compliments and not just accolades for every achievement. The
management needs to provide support to the employees and leaders must communicate well
with the employees. In the insurance industry, supervision support is very important and the
employees should be informed in every situation. The leaders of Sompo HK can offer praise
as the insurance employees are deserved to be acknowledged for the well-done job. The
leaders must be kind with generous words and they can improve the ability to supervise the
employees. The supervisors should provide support and they need to be informed in all
situations. Sompo HK management must communicate effectively with the employees and it
is a part of the intrinsic motivation.
Recommendation 3: Improve employee engagement
In the insurance industry, employee engagement in the workplace is low and the
employees are not motivated enough to give of their best each day. Sompo Insurance HK
needs to put the employees in the right role and they should give the employees the right set
of training. The management should provide the employees with meaningful work so that the
employees get engaged. Employee engagement can be improved through review and
monitoring. Sompo HK needs to set the right employee engagement survey and they focus on
engagement of the employees at the local and organisational level. Sompo HK needs to select

the right managers and them coach managers and they hold them accountable for their
employees’ engagement. Employee engagement can be improved through setting the
management all the levels where the performance of the employees will be checked. In the
insurance industry, the organisation expects the employees to offer individualised attention
and the management needs to create a team environment to improve the employee
engagement.
Recommendation 4: Measure employee performance management
The primary goal of performance management is to develop and improve the
effectiveness of the employees. Performance management of the employees is the continuous
process when the managers monitor the plan and review the employees’ work goals. Sompo
Insurance HK should start the performance management system so that they can understand
the performance of the employees. The management can start the 360-degree feedback of the
employees so that the employees get to know about their weaknesses and strengths.
Management-by-Objectives is another performance management process which helps the
management to check the performance of the employees. MBO aims to develop the
performance of the organisation by defining the objectives of both employees and
management. The senior management can prepare checklists to share the relative
performance in specific areas.
5.4 Limitations
The researcher has collected the data from the respondents; however, the researcher
has faced the issue of handling a large amount of data and the time constraint. The researcher
prepared 14 questions; however, none of the questions was prepared to understand the
performance of the employees. The researcher has collected data from 50 employees;
however, if the researcher had collected data from more employees, it would have been better

to have unbiased data. In addition, the researcher has faced the issue of budgetary constraint.
Finally, the research study is based on the insurance industry and having a large amount of
data on employees’ job satisfaction and performance issue insurance industry is scarce.
5.5 Future scope of the study
This particular study is based on the relationship between job satisfaction and
employee performance. This research would help the HR professionals in the insurance
industry and the future researchers to get the idea on factors of job satisfaction and employee
performance. This study would further help in conducting the research on ‘Influence of job
satisfaction on employee turnover’ and ‘the importance of performance management’.

Reference List
Adkins, A., 2015. Majority of US employees not engaged despite gains in 2014. Gallup,
January, 28.
Alegre, I., Mas-Machuca, M. and Berbegal-Mirabent, J., 2016. Antecedents of employee job
satisfaction: Do they matter?. Journal of Business Research, 69(4), pp.1390-1395.
Al‐Hamdan, Z., Manojlovich, M. and Tanima, B., 2017. Jordanian nursing work
environments, intent to stay, and job satisfaction. Journal of Nursing Scholarship, 49(1),
pp.103-110.
Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s two-factor theory. Life
Science Journal, 14(5), pp.12-16.
Anitha, J., 2014. Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management, 63(3),
p.308.
Bailey, A. and DiGangi, M. eds., 2017. Affect Theory and Early Modern Texts: Politics,
Ecologies, and Form. Berlin: Springer.
Bakker, A.B. 2016. An evidence-based model of work engagement. Current Directions in
Psychological Science 20, 265–269
Bakker, A.B., Tims, M. and Derks, D., 2015. Proactive personality and job performance: The
role of job crafting and work engagement. Human relations, 65(10), pp.1359-1378.
Baumann, M.R. and Bonner, B.L., 2017. An expectancy theory approach to group
coordination: Expertise, task features, and member behaviour. Journal of Behavioral
Decision Making, 30(2), pp.407-419.

Bellé, N., 2013. Experimental evidence on the relationship between public service motivation
and job performance.Public Administration Review, 73(1), pp. 143-153.
Boxall, P. and Macky, K., 2014. High-involvement work processes, work intensification and
employee well-being. Work.Employment and Society, 28(6), pp. 963-984.
Bruce, W.M. and Blackburn, J.W. eds., 2015. Balancing job satisfaction & performance: A
guide for human resource professionals. Praeger Pub Text.
Buckman, B., Crawford, E., Levine, J. and Zhang, Y., 2015. A meta-analytic investigation of
job engagement's role in the transformational leadership–job satisfaction-job performance
relationship.In Annual Meeting of the Southern Management Association, SMA 2015.
Chen, X.P., Eberly, M.B., Chiang, T.J., Farah, J.L. and Cheng, B.S., 2014. Affective trust in
Chinese leaders: Linking paternalistic leadership to employee performance. Journal of
management, 40(3), pp.796-819.
Chenhall, R.H. and Brownell, P., 2018. The effect of participative budgeting on job
satisfaction and performance: Role ambiguity as an intervening variable. Accounting,
Organisations and Society, 13(3), pp.225-233.
Chowdhary, B., 2013. Job satisfaction among bank employees: An analysis of the
contributing variables towards job satisfaction. International Journal of Technology
Enhancements and Emerging Engineering Research, 2(8), pp. 11-20.
Colquitt, J., Lepine, J.A., Wesson, M.J. and Gellatly, I.R., 2015. Organisational behaviour:
Improving performance and commitment in the workplace. New Jersey: McGraw-Hill Irwin.
Creswell, J.W. 2017. Research design: Qualitative, quantitative, and mixed methods
approach. London: Sage publications.

Edmans, A., 2012. The link between job satisfaction and firm value, with implications for
corporate social responsibility. The Academy of Management Perspectives, 26(4), pp.1-19.
Edson, M.C., Henning, P.B. and Sankaran, S. eds., 2016. A guide to systems research:
Philosophy, processes and practice (Vol. 10). Berlin: Springer.
Farooqui, M.S. and Nagendra, A., 2014. The impact of person-organisation fit on job
satisfaction and performance of the employees. Procedia Economics and Finance, 11,
pp.122-129.
Flick, U., 2015. Introducing research methodology: A beginner's guide to doing a research
project. London: Sage.
Guo, Y., Liao, J., Liao, S. and Zhang, Y., 2014. The mediating role of intrinsic motivation on
the relationship between developmental feedback and employee job performance. Social
Behavior and Personality: an international journal, 42(5), pp. 731-741.
Hameed, A., Ramzan, M. and Zubair, H.M.K., 2014. Impact of compensation on employee
performance (empirical evidence from the banking sector of Pakistan). International Journal
of Business and Social Science, 5(2), pp.34-56.
Herzberg, F., 2017.Motivation to work. Abingdon: Routledge.
Huang, Y.T., Rundle-Thiele, S. and Chen, Y.H., 2018. Extending understanding of the
internal marketing practice and employee satisfaction relationship: A budget Chinese airline
empirical examination. Journal of Vacation Marketing, p.135.
Hughes, J.A. and Sharrock, W.W., 2016. The philosophy of social research. Abingdon:
Routledge.

Hur, Y., 2018. Testing Herzberg’s Two-Factor Theory of Motivation in the Public Sector: Is
it Applicable to Public Managers?. Public Organisation Review, 18(3), pp.329-343.
Jacobs, M.A., Yu, W. and Chavez, R., 2016. The effect of internal communication and
employee satisfaction in supply chain integration. International Journal of Production
Economics, 171, pp.60-70.
Judge, T.A., Thoresen, C.J., Bono, J.E. and Patton, G.K., 2015. The job satisfaction-job
performance relationship: A qualitative and quantitative review. Psychological
Bulletin, 127(3), p.376.
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 change. Journal of Applied
Psychology, 102(3), p.356.
Kalkavan, S. and Katrina, A., 2014. The effects of managerial coaching behaviours on the
employees’ perception of job satisfaction, organisational commitment, and job performance:
a Case study on the insurance industry in Turkey. Procedia-Social and Behavioral
Sciences, 150, pp.1137-1147.
Karabay, M.E., Elçi, M. and Akpınar, Ö., 2018. Analysing the Effects of Unethical Culture
and Organisational Commitment on Employees’ and Managers’ Unethical Behaviours:
Evidence from Turkish Insurance Industry. In Regulations and Applications of Ethics in
Business Practice (pp. 77-95). Springer, Singapore.
Khamisa, N., Oldenburg, B., Peltzer, K. and Ilic, D., 2015. Work-related stress, burnout, job
satisfaction and general health of nurses. International journal of environmental research and
public health, 12(1), pp.652-666.
Kumar, S. and Phrommathed, P., 2015. Research methodology (pp. 43-50). Springer US.

Lai, C.S. and Hsu, K.T., 2015. Internal branding with corporate ethical values and corporate
social responsibility: The case of the life insurance industry in Taiwan. South African Journal
of Business Management, 46(1), pp.47-55.
Latham, G.P., Brcic, J. and Steinhauer, A., 2017. Toward an integration of goal setting theory
and the automaticity model. Applied Psychology, 66(1), pp.25-48.
Lawler III, E.E. and Porter, L.W., 2017. The effect of performance on job
satisfaction. Industrial relations: A Journal of Economy and Society, 7(1), pp.20-28.
Lăzăroiu, G., 2015. Employee Motivation and Job Performance. Linguistic and Philosophical
Investigations, 14(1), pp. 97-102.
Lewis, S., 2015. Qualitative inquiry and research design: Choosing among five
approaches. Health promotion practice, 16(4), pp.473-475.
Locke, E.A. and Latham, G.P., 2015. Breaking the rules: a historical overview of goal-setting
theory. In Advances in motivation science (Vol. 2, pp. 99-126). Amsterdam: Elsevier.
Lunenburg, F.C., 2015. Self-efficacy in the workplace: Implications for motivation and
performance. International journal of management, business, and administration, 14(1),
pp.1-6.
Mackey, A. and Gass, S.M., 2015. Second language research: Methodology and design.
Abingdon: Routledge.
Matell, M.S. and Jacoby, J., 2014. Is there an optimal number of alternatives for Likert scale
items? Study I: Reliability and validity. Educational and psychological measurement, 31(3),
pp.657-674.

Men, L.R., 2014. Strategic internal communication: Transformational leadership,
communication channels, and employee satisfaction. Management Communication
Quarterly, 28(2), pp.264-284.
Miao, R.T., 2016. Perceived organisational support, job satisfaction, task performance and
organisational citizenship behaviour in China. Journal of Behavioral and Applied
Management, 12(2), p.105.
O'Bryan, C. and Casey, A.M., 2017. Talent Management: Hiring and Developing Engaged
Employees. Library Leadership & Management, 32(1), p.1-5.
P. Bandura, R. and R. Lyons, P., 2014. Situations-vacant fall where employees are engaged:
Involvement boosts various aspects of organisational performance. Human Resource
Management International Digest, 22(5), pp.22-25.
Palinkas, L.A., Horwitz, S.M., Green, C.A., Wisdom, J.P., Duan, N. and Hoagwood, K.,
2015. Purposeful sampling for qualitative data collection and analysis in mixed method
implementation research. Administration and Policy in Mental Health and Mental Health
Services Research, 42(5), pp.533-544.
Pearl, J., 2014. The deductive approach to causal inference. Journal of Causal
Inference, 2(2), pp.115-129.
Purvis, R.L., Zagenczyk, T.J. and McCray, G.E., 2015. What's in it for me? Using expectancy
theory and climate to explain stakeholder participation, its direction and
intensity. International Journal of Project Management, 33(1), pp.3-14.
Ray, A. 2018. Universal Sompo General Insurance to raise Rs 100 crore via a rights issue.
[online] The Economic Times. Available at:
https://economictimes.indiatimes.com/markets/stocks/news/universal-sompo-general-

insurance-to-raise-rs-100-crore-via-rights-issue/articleshow/62326535.cms [Accessed 10 Sep.
2018].
Reb, J., Narayanan, J. and Chaturvedi, S., 2014. Leading mindfully: Two studies on the
influence of supervisor trait mindfulness on employee well-being and
performance. Mindfulness, 5(1), pp.36-45.
Rich, G.A., 2017. The sales manager as a role model: Effects on trust, job satisfaction, and
performance of salespeople. Journal of the Academy of Marketing Science, 25(4), pp.319-
328.
Sarwar, S. and Abugre, J., 2013.The influence of rewards and job satisfaction on employees
in the service industry.The Business & Management Review, 3(2), p. 22.
Saunders, M., Lewis, P. and Thornhill, A., 2010. Research Onion. Research methods for
business students, pp.136-162.
Sekaran, U. and Bougie, R., 2016. Research methods for business: A skill building approach.
New Jersey: John Wiley & Sons.
Silverman, D. ed., 2016. Qualitative research. London: Sage.
Skaalvik, E.M. 2014. Teacher self-efficacy and perceived autonomy: Relations with teacher
engagement, job satisfaction, and emotional exhaustion. Psychological Reports, 114(1),
pp.68-77.
Sompo HK 2018. Corporate Profile - Sompo Insurance (Hong Kong). [online]
Sompo.com.hk. Available at: http://www.sompo.com.hk/index.php/en/about-us/corporate-
profile [Accessed 10 Sep. 2018].

Sy, T., Tram, S. and O’Hara, L.A., 2016. Relation of employee and manager emotional
intelligence to job satisfaction and performance. Journal of vocational behaviour, 68(3),
pp.461-473.
Tavakol, M. and Dennick, R., 2011.Making sense of Cronbach's alpha. International journal
of medical education, 2, p.53.
Taylor, S.J., Bogdan, R. and DeVault, M., 2015. Introduction to qualitative research
methods: A guidebook and resource. New Jersey: John Wiley & Sons.
Tsai, Y., 2011. The relationship between organisational culture, leadership behaviour and job
satisfaction. BMC health services research, 11(1), p.98.
Wanous, J.P., 2014. A causal-correlational analysis of the job satisfaction and performance
relationship. Journal of Applied Psychology, 59(2), p.139.
Warr, P. and Inceoglu, I., 2012. Job engagement, job satisfaction, and contrasting
associations with a person–job fit. Journal of occupational health psychology, 17(2), p.129.
Yousef, D.A., 2017. Organisational commitment: A mediator of the relationships of
leadership behaviour with job satisfaction and performance in a non-western country. Journal
of Managerial Psychology, 15(1), pp.6-24.
Zhu, Q., Yin, H., Liu, J. and Lai, K.H., 2014. How is employee perception of organisational
efforts in corporate social responsibility related to their satisfaction and loyalty towards
developing a harmonious society in Chinese enterprises?. Corporate Social Responsibility
and Environmental Management, 21(1), pp.28-40.

Appendices
Appendix 1
Timeline of the research
Activities Week
1
Week
3
Week
5
Week
7
Week
9
Week
11
Week
12
Selection of topic ✓
Reviewing of
literature
✓
Data collection
process (Survey)
✓
Analysing of data ✓
Drawing
conclusion
✓
Recommendations ✓
Final submission ✓
Table: Gantt chart

Appendix 2
Survey questionnaire
i. Your Age Group.
20-30 31-40 41-50 51 or
above
ii. On a five-point scale, where 5 means extremely satisfied and 1 means extremely
dissatisfied, how satisfied are you with your company as a place to work?
Extremely
dissatisfied
Extremely
satisfied
Don’t
know
1 2 3 4 5 N/A
For Q1 - Q12, on a five-point scale, where 5 means strongly agree and 1 means strongly
disagree, please rate your level of agreement with the following items.
Q1. I know what is expected of me at work.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t
apply

1 2 3 4 5 N/A
Q2. I have the materials and equipment I need to do my work right.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t
apply
1 2 3 4 5 N/A
Q3. At work, I have the opportunity to do what I do best every day.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t
apply
1 2 3 4 5 N/A
Q4. In the last seven days, I have received recognition or praise for doing good work.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t

apply
1 2 3 4 5 N/A
Q5. My supervisor, or someone at work, seems to care about me as a person.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t
apply
1 2 3 4 5 N/A
Q6. There is someone at work who encourages my development.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t
apply
1 2 3 4 5 N/A
Q7. At work, my opinions seem to count.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t

apply
1 2 3 4 5 N/A
Q8. The mission or purpose of my company makes me feel my job is important.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t
apply
1 2 3 4 5 N/A
Q9. My co-workers are committed to doing quality work.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t
apply
1 2 3 4 5 N/A
Q10. I have many friends at work.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t

apply
1 2 3 4 5 N/A
Q11. In the last six months, someone at work has talked to me about my progress.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t
apply
1 2 3 4 5 N/A
Q12. This last year, I have had opportunities at work to learn and grow.
Strongly
disagree
Strongly
agree
Don’t
Know /
Doesn’t
apply
1 2 3 4 5 N/A

Appendix 3
Research Ethics Checklist with approval and signature by Course Tutor