Impact of Job Satisfaction on Employee Performance in Shell Oman Marketing

This dissertation explores the relationship between job satisfaction and employee performance in Shell Oman Marketing. It includes a literature review on job satisfaction and employee performance, research methodology, data analysis, findings, and recommendations. The study aims to identify the factors influencing job satisfaction and the impact of job satisfaction on employee performance. The research is conducted using a quantitative research method and primary data is collected through a survey of 80 employees of Shell Oman. The study provides recommendations to improve job satisfaction and employee performance in the organization.

Running head: DISSERTATION
Dissertation
Title of the Research: Impact of job satisfaction on the performance of the employees in
Shell Oman marketing
Student’s name:
Name of the university:
Author’s note:

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Acknowledgement
I want to be grateful to all the people who have helped me in every possible means to conduct
the research study. They not only assisted me to realize my potential and strength, but also to
execute it in the best way to complete my research. I also want to express my gratitude towards
my mentor for his relentless supervising and great guidance, as it assisted me to finish the study
in time. The total support and guidance provided by my mentor has not only assisted me with my
research but that would also help me in throughout my life in developing my personality. I would
also like to express my pleasure for all the survey participants in Shell Oman who spent their
priceless time to participate in the survey on the research topic. Lastly, I want to express thanks
to my family and friends, who provided me with continuous encouragement to carry out my
study.

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Abstract
Employee job satisfaction and employee performance are two interrelated concept. These are
two most critical factors that affect the business performance of an organization. This study
explores the factors affecting job satisfaction and work performance of the employees of Shell
Oman, in order to evaluate the impact of job satisfaction on the work performance of the
employees. To conduct the study, the researcher adopted quantitative research method and
primary data was collected through a survey. 80 employees of Shell Oman were selected through
simple random sampling. After the data collection, the responses were converted into numeric
values and reliability test, descriptive statistics and regression analysis were performed. Based on
the outcomes, few recommendations were provided to address the issues in the company, so that
the job satisfaction of the employees as well as work performance can be improved.

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Table of Contents
CHAPTER 1: INTRODUCTION....................................................................................................6
1.1 Background of the study........................................................................................................6
1.2 Research Rationale................................................................................................................7
1.3 Aim of the research................................................................................................................8
1.4 Objectives of the research......................................................................................................8
1.5 Organisation of the study.......................................................................................................8
CHAPTER 2: LITERATURE REVIEW.......................................................................................10
2.1 Introduction..........................................................................................................................10
2.2 Concept of job satisfaction..................................................................................................10
2.3 Factors of job satisfaction....................................................................................................11
2.4 Aspects of job satisfaction...................................................................................................12
2.5 Job satisfaction indicator.....................................................................................................15
2.6 Theories of job satisfaction..................................................................................................17
2.7 Concept of employee performance......................................................................................20
2.8 Factors influencing employee performance.........................................................................21
2.9 Performance evaluation criteria...........................................................................................22
2.10 Relationship between job satisfaction and job performance.............................................24
2.11 Summary............................................................................................................................25

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2.12 Hypotheses of the research................................................................................................26
2.13 Variables of the research...................................................................................................26
CHAPTER 3: RESEARCH METHODOLOGY...........................................................................27
3.1 Types of research.....................................................................................................................27
3.2 Data collection techniques...................................................................................................28
3.3 Sampling..............................................................................................................................28
3.4 Tools of analysis..................................................................................................................29
3.5 Limitations of the study.......................................................................................................29
CHAPTER 4: DATA ANALYSIS, FINDINGS AND INTERPRETATIONS.............................31
4.1 Introduction..........................................................................................................................31
4.2 Discussion............................................................................................................................31
4.2.1 Demographic data.........................................................................................................31
4.2.2 Non demographic data..................................................................................................34
4.3 Reliability statistics..............................................................................................................55
4.4 Regression analysis..............................................................................................................55
CHAPTER 5: CONCLUSION AND RECOMMENDATIONS...................................................58
5.1 Linking to objectives...........................................................................................................58
5.1.1 Linking to the first objective.........................................................................................58
5.1.2 Linking to the second objective....................................................................................59
5.2 Recommendations................................................................................................................59

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5.3 Future scope of study...........................................................................................................61
Bibliography..................................................................................................................................62
Appendices....................................................................................................................................71

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CHAPTER 1: INTRODUCTION
1.1 Background of the study
Job satisfaction is the sense of accomplishment or the feeling of contentment in the
workplace, which the employees gain from their job. Job satisfaction is the result of appraisal,
which causes the employees to conquer the job values. As stated by Jacobs et al. (2016), job
satisfaction is the reason behind the employees staying in the organisation for a long time. There
are individual factors, social factors, organisational factors and cultural factors of the job
satisfaction. Job satisfaction is important for employers as it results in lower employee turnover,
increased customer satisfaction, higher productivity in the workplace, lower employee
absenteeism and higher revenue. According to Judge et al. (2017), the success of an organisation
is tied to the job performance of the employees and the HR managers of the organisation need to
hire the employees with a right set of qualifications and skills. To get higher and improved
performance from the employees, the management of the organisations must implement
employee benefit and developmental programs. Employee performance comes from intrinsic
motivation and extrinsic benefit factors. The organisations evaluate the performance of the
employees in the workplace based on specific criteria or standards. Employee performance leads
to better customer service and thus better business.
Background of Shell Oman
Shell Oman is one of the major oil and petrochemical companies in Oman. It was
founded in 1958. Shell is working towards achieving the objective of sustainable energy future.
Hence, Shell has been taking actions to produce and supply low carbon energy and energies from
other renewable sources. By utilizing its strengths in technology, finance and accounting, project

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management, and innovations, Shell incorporates its core values of honesty, integrity, and
respect for people to deliver the most advanced technological solutions in the energy sector. It
mission statement says that Shell Oman aims to enhance their profitability through the
innovative strategies while ensuring their cost-effectiveness (Shelloman.com.om 2018).
1.2 Research Rationale
Employees must be satisfied in their workplace and with their jobs to deliver productivity
and the employee productivity in turn comes from job satisfaction. Similarly, satisfaction of the
employees comes from motivation which may be generated from the extrinsic elements or
intrinsic elements or from both. The organisational perspective of conducting the research is to
explore the real world situation where the different dimensions of job satisfaction provide
employee performance (Lawler and Porter 2017). This research is designed to provide solutions
to Shell Oman Marketing as the organisation has been facing the issue of employee performance.
Shell Oman Marketing combines creative and collaborative work environment and global
operations with various types of benefits to the employees. However, the management has not
been getting enough employee engagement and employee performance in Shell Oman. The
employee turnover of the organisation has increased in recent times. In the year 2016, the gross
profit of Shell Oman Marketing was OR39,385 and it reduced to OR37,875 in 2017
(Shelloman.com.om 2018). As stated by Karabay et al. (2018), it is clear that organisation is
committed to give excellent and quality services to the customers and there is a need for
recognising the job satisfaction to bring out the best employee performance. Employee
performance is necessary to accomplish the objectives of the organisation. This research will
investigate the different dimensions of job satisfaction that affect the employee performance, in

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particular to Oman Shell. The limitation of the study is that the research will not focus on all the
factors in details, as it is not possible to discuss all the aspects of job satisfaction in this research.
1.3 Aim of the research
The aim of the research is to find out the relationship between job satisfaction and
employee performance in Shell Oman Marketing.
1.4 Objectives of the research
The objectives of the research are:
1) To study the factors influencing job satisfaction of employees in Shell Oman
2) To study the impact of job satisfaction on the performance of the employees in Shell Oman
3) To provide some possible recommendations to Shell Oman to improve job satisfaction and
employee performance
1.5 Organisation of the study
Chapter 1: Introduction
In the first chapter, the research rationale, aim and objectives of the research is described.
Chapter 2: Literature Review
In the second chapter, scholarly papers from secondary sources are reviewed to establish
a theoretical understanding of the research.
Chapter 3: Research Methodology
In the third chapter, the data collection process, sampling and data analysis are explained.

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Chapter 4: Data findings
In the fourth chapter, data findings are presented using charts and graphs.
Chapter 5: Data analysis
In this chapter, findings are analysed making a link with literature review.
Chapter 6: Conclusions and Recommendations
In the final chapter, conclusions will be derived from the analysis and suitable
recommendations will be given.

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CHAPTER 2: LITERATURE REVIEW
2.1 Introduction
In this chapter, various scholarly articles on human resource management, which talk
about job satisfaction and employee performance, have been reviewed. The literature review
includes current knowledge on substantive findings along with a theoretical understanding of the
research topic. This chapter finds out the theoretical standpoint about job satisfaction and
employee performance. Several secondary sources, such as, journal articles, online sources,
books and websites, have been researched in order to find out the subjective knowledge
regarding job satisfaction and employee performance.
2.2 Concept of job satisfaction
Job satisfaction refers to the employees' attitude towards the job and it is concerned with
the internal state of the employee regarding the job aspects and responsibilities. Job satisfaction
of an employee is often associated with personal achievement and it is shaped by the supervisory
style, age, pay and stability. As stated by Khamisa et al. (2015), if a job fails to satisfy the
physiological and psychological needs of the employees, satisfaction level would be low for the
employees. The factors like burnout and stress are also related to the job satisfaction of the
employees of an organisation, which mostly adhere to the psychological needs of the employees.
Job satisfaction is a feeling, which provides positive and negative influences towards the
responsibilities and roles at work. It comes from the motivation of the employees and the
motivation can be extrinsic and intrinsic. Extrinsic motivation comes from the bonus, pay
structure, fixed salary, reward and recognition, while intrinsic motivation comes from
employees' inner self as it can be interesting for working, promoting positive behaviour and

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effective feedback. According to Huang et al. (2016), job satisfaction is measured by the
effective, cognitive and behavioural components. Facets of job satisfaction are the nature of
work, communication, appreciation at the workplace, co-workers, fringe benefits, job condition,
personal growth and policies and procedures and recognition and supervision.
2.3 Factors of job satisfaction
Job satisfaction is an indicator for employee engagement. Job satisfaction within an
organisation is very useful in measuring the employee performance as there is no better way to
know how much satisfied the people are. Job satisfaction in an organisation is reflected through
the engagement of the employees. As stated by Skaalvik (2017), the reason behind not to be
engaged in the work is about not interested in the utilisation of the skills and abilities to the
fullest potential. Talent can be used in full rhythm if the employees are engaged in their work to
get the satisfaction. The employees have to understand the relation between the company's goals
and employee’s job responsibilities and performances. In addition, some other significant factors
of job satisfaction are respect, appreciation and praise as the employees always want to feel
respected when they work in an organisation. Employees become satisfied in their position if
they feel valued and appreciated for their work. According to Yousef (2017), there are both
direct and indirect relationships between the variables, job satisfaction and organisational
commitment. It has been found that the employees of an organisation are usually satisfied with
the payments and promotion opportunities, supportive and cordial work environment and job
security. A survey conducted by Forbes in the year 2017 found that employees currently rank
and pay is the second most important factor for job satisfaction. Fair compensation gives the
employees motivation to stay in touch with the employers for a long time. Moreover, the
motivation of the employees plays important role in job satisfaction as the employees have to

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understand what motivates them most. Motivation within the organisation comes from the
reward and recognition, workplace culture and personal interest of the employees. As stated by
Alegre et al. (2016), lack of proper work-life balance results in poor job satisfaction. Hence, the
organisations need to ensure that the employees are getting proper work-life balance, which
would help them to stay motivated and improve their performances.
Furthermore, individual factors of job satisfaction are associated with the emotion of the
employees. Emotions and moods at work are associated with satisfaction at the job as moods are
temporary; while, emotions are more intense. According to Bakker (2016), emotional dissonance
is related to the state of discrepancy between the internal experience of emotions and public
displays of emotions. In addition, social interaction perspective is associated with workers’
emotion which might create the responses from different individuals during the interpersonal
encounters. Moreover, as opined by Baumann and Bonner (2017), the negative affectivity is
associated with the personality trait of neuroticism as individuals who have negative affectivity
faceless job satisfaction. On the other side, the authors further suggested that positive affectivity
is associated with the personality trait of extraversion and individuals are tend to be satisfied.
Finally, psychological well-being is related to the overall effectiveness of people's psychological
functioning and it has some facets like family, work and community.
2.4 Aspects of job satisfaction
Job security is one aspect of job satisfaction as the employees feel satisfied when they
feel their job is secured. If the employees think that they can lose their job anytime or they are
recruited on the contractual basis, the job satisfaction level becomes lower. Job security aspect
for the employees has become lower with the increasing of self-employed employees and rising
of gig economy in developed and developing countries. Job fit is another important factor that

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contributes in the job security as well as motivation and performance of the company. Job
description defines the roles and responsibilities of the employees in an organization and it helps
to assess the competencies of the employees for whether they are fit for the role (Tims, Derks
and Bakker 2016). Annual performance appraisal systems are implemented in the organizations
to evaluate the fitness of the employees in the job responsibilities. Job fit also helps the
employees to remain motivated and perform well, which in turns increases their job security.
Moreover, another aspect of job satisfaction is the flexibility in the workplace which allows the
employees to make an arrangement about conditions of working. Flexibility in the workplace
means providing benefits of leaving offices early and late arrival at offices (Bruce and Blackburn
2015). Flexibility in the workplace includes having a work-life balance which helps the
employers to improve productivity and efficiency. Work environment is highly essential in
providing the employees an opportunity for overall development. A healthy and safe working
environment caters to the need of personal comforts and motivation for performing well. When
an organization can provide a good working environment, the employees get the motivation to
enhance their productivity and contribute in the growth of the organization. On the other hand,
when the working conditions are poor, such as, if there is lack of support or the physical
conditions are not good, then the employees find it hard to perform well (Raziq and
Maulabakhsh 2015). It leads to the factor of employee growth. The growth of the employees
comprises of personal as well as professional development. When there is supportive work
environment, and scope of creativity and enhancing the skills, the employees can improve their
potentiality and capabilities (Chen et al. 2016). This not only helps in their personal development
but also contributes in their professional capability development, and thereby contributes in their
motivation and productivity.

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Employees within an organisation always expect that the employers would recognise
their efforts and hence, they employees perform well. When the employees feel recognised and
valued, it brings satisfaction to the employees. Rewards and recognition programme is the
method of motivating the employees to bring changes in the habits which can benefit the
organisations (Chenhall and Brownell 2018). According to Edmans (2016), rewards is a tangible
factor and transferable, while recognition is an experience and hence, an intangible factor and
non-transferable. In the Oil and Gas sector, lower level of employees does not have the proper
job satisfaction. The management in the Oil and Gas sector provides financial rewards to the
workers so that the employees get motivated and satisfied. Another factor of job satisfaction is
the compensation what the employees get in exchange of work. Good compensation provides
motivation as a good compensation package helps to improve employee morale (Farooqui and
Nagendra 2014).
Work tasks or nature of work and the job responsibilities often play a major role in
affecting the job satisfaction of the employees. Nature of work can influence the employees to
perform better if they find it interesting and creative. It can influence the employee’s willingness
to work. Individuals have their own preference or liking towards certain jobs depending on their
skills and competencies and handle the task accordingly. Thus, the employees prefer to join the
companies in which he or she can fully utilize his/her potential, skills, knowledge, expertise. This
helps in motivating the employees and improving their performance. As stated by Güntert
(2015), the job characteristics and the complexity of the job mediate the relationship between the
job satisfaction of the employees and their personalities, and in the process, if the creativity
requirements of the individuals are from the job are met, then there is an increase in the job
satisfaction. The perception of motivation and job satisfaction are mostly different to different

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individuals and hence, depend on many factors, among which the nature and responsibilities of
the job is a major factor.
Another crucial factor of employee motivation and performance is the technical change.
Every organization undergoes technical change in the production process and the employees
must adapt to the changes. It is the responsibility of the organizations to arrange the training
sessions for the employees when there is any technical change. This also determines the job
security for some employees and contributes in professional skill development and motivations
for some (Gagliardi, Marin and Miriello 2016).
2.5 Job satisfaction indicator
Job satisfaction of the employees can be measured through various indicators, which are
mostly behavioural. As found in other studies and job satisfaction theories, the factors that
influence the job satisfaction of the employees, often work as job satisfaction indicators also. Job
satisfaction indicators have a wide range, which include direct satisfaction to discrepancy-scored
instruments (Guo et al. 2014). The organisations measure the individualised and generalised
components of employee satisfaction. Job satisfaction indicators measure the work personality of
the employees as well as the style of doing things. These factors are very significant to work with
satisfaction. According to Millán et al. (2013), there are two types of job satisfaction exist in the
organization that revolve around the nature of work tasks and job security. These were studied in
the context of paid employees and self-employed individuals. The authors found that, the self-
employed persons are more satisfied in terms of work than their paid counterparts, while they are
less satisfied in terms of job security than the paid employees. As stated by Hameed et al. (2014),

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nature of work tasks and life values plays major roles in influencing the job satisfaction and
motivation of the employees. The work values are originated from payments, job security,
rewards and recognition, workplace ethics and honesty, workplace safety, etc, while the life
values are usually originated from family, education, culture, society, etc. All these factors are
important for an employee to perform better.
Job Descriptive Index: JDI (Job Descriptive Index) refers to the specific questionnaire which is
widely used to measure the employees' satisfaction, mainly in five facets. Five facets of
satisfaction are associated with promotions, pay, supervision and co-workers and work (Gillespie
et al. 2016). This scale is very easy to use and the employees have to give the statement
accurately in order to describe the job. A study conducted by Lopes et al. (2015) showed that JDI
in collaboration with the Job in General (JIG) instruments have been able to get significant
findings from the Portuguese military officers and sergeants. It found that pay and the
opportunities for promotion are significant determinants of job satisfaction, which are mostly
related to the demographic factors. Thus, it can be said that this index helps in bringing out the
specific factors that can affect the job satisfaction of the employees, while the inclusion of the
JIG also helps in more specific outcome, which can help the employers to focus on the extrinsic
attributes of the job. The five facets of the index are beneficial for having a detailed
understanding of the job related satisfaction of the employees.
First preferred work value is versatile in which the employees like to perform a variety of
tasks. New roles and responsibilities from the management help the employees to get motivation.
Hence, versatility is a preferred indicator to show that the employees are satisfied to perform a
different type of work. Dominant is another preferred work value of employees and this type of
employees like to make the decisions, direct plan activities or supervise others. Thus, dominant

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is another indicator to show that the employees like to make a future plan with the employees as
a supervisor. The employees need to be adaptable to work under specific instruction as the
employees need to know about the work with details as the employees can make themselves
adapt to different types of situations. In the Oil and Gas industry, the management wants to
provide core values like integrity, honesty and respect to the employees. Therefore, job security
is an indicator of job satisfaction as job security provides assurance to the employees to continue
their job in the future. Another indicator of job satisfaction is the percentage of present days in
the workplace as the satisfied employees like to come to the office on the right time on a daily
basis (Jacobs et al. 2016). Companies mostly use compensation package and good working
policies to make the employees satisfied.
2.6 Theories of job satisfaction
Herzberg Two Factor Theory
Frederick Herzberg proposed a theory where he mentioned that some of the job factors
provided satisfaction to the employees, whereas some of the job factors also lead to the
dissatisfaction.
Hygiene Factors: Hygiene Factors are necessary for the workplace to provide motivation
to the employees at the workplace. If the organisations are unable to provide these factors to the
employees for a long time in the workplace; this leads to dissatisfaction among the employees.
Hygiene factors are important as these factors do not make the employees dissatisfied and these
factors are extrinsic in nature. Some of the hygiene factors are associated with the pay, fringe
benefits, company and administrative policies, job security, physical working conditions, and
interpersonal relations (Alshmemri, Shahwan-Akl and Maude 2017).

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Motivational Factors: According to Herzberg (2017), motivational factors are those that
are related to positive influence in the workplace. In other words, motivational factors yield
positive satisfaction for the employees, which in turn affects their performance positively.
Motivational factors within the organisation include recognition, growth, promotional
opportunities, meaningfulness of work and responsibilities, sense of achievement, (Herzberg
2017).
Figure 1: Herzberg's theory
(Source: Herzberg 2017)
Therefore, it can be deduced that Herzberg theory overlooks the situational variables and
this theory ignores mainly the blue-collar employees. However, Herzberg Theory implies that the
management needs to put the tress on the hygiene factors to avoid the dissatisfaction (Miner
2015).

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Discrepancy Theory
Discrepancy theory explains the source of dejection and anxiety. Individuals within an
organisation who do not fulfil the responsibility feel anxious and might regret for not doing the
job well. The employees within the organisation also feel dejection for not being performed well
as per the hopes and aspirations. As stated by Arroyo (2014), individuals learn about their
functions, responsibilities and obligations for a function and if the employees cannot fulfil the
responsibilities, face the consequences. These obligations and duties consolidate in form of
designated principles and self-guided. On the other side, if the achievement of the obligations is
gained, the reward can be love, approval and praise. Therefore, when the employees within the
organisation fail to get the reward, the employees face dejection, depression and disappointment.
Affect Theory
Affect theory explains the discrepancy between what a job provides to the employees and
what an employee wants from the job (Bailey and DiGangi 2017). Affect theory also describes
the values on the given facet of the work, which moderates how satisfied one becomes after the
expectations are met or not met. The employees may value a particular facet of job and the
expectation is impacted both negatively and positively. This impact can be positive when the
expectations of the job are met and negative when the expectations are not met. The expectations
of the employees are different as this theory explains too much of a particular expectation would
lead to more intense feeling of dissatisfaction of the more employees. In addition, social
interaction perspective is associated with emotion regulation.

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Figure 2: Affect theory of job satisfaction
(Source: Yao, Locke and Jamal 2018)
2.7 Concept of employee performance
As pointed out by Anitha (2014), employee performance is the individual-level variable
and outcomes of the variable is the individual performance with behaviours and actions. The
organisation is dependent on how the employees perform on the assigned works. Employee
performance is based on the behaviour of the employees and it is often regarded as the work-
related behaviour which is regularly used for overall job performance. The behaviour of the
employees for performance is called the soft performance and the employees have to perform
well in the job description area. Sometimes, the behaviour of the employees deviate the norms of
the organisation as it brings the result towards disengaged employees (Nyberg et al. 2016).
Sometimes, the employees do not perform well at their optimum level and the organisations have

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to find the solutions digging to the personal issues. Reasons behind underperforming of the
employees lie in the inadequate capabilities of the employees, unclear goals and accountabilities
and the lack of motivating factors. It is difficult to improve the employee performance at the first
go and the employers need to make sure that the employees must communicate clear
expectations and employees need to make sure that performance appraisals are very much
consistent. According to Vidyarthi et al. (2016), the employees perform well when the
employees develop the priority to take steps towards improving the morale of the employees.
2.8 Factors influencing employee performance
The employers decide the training programme for the employees based on their
performance. Job fit is the first factor which can influence the employee performance as the
employees must qualified enough to perform for a job to meet the expectations If the employees
are job fit, the employees will definitely perform well based on the skills, attitude and
knowledge. Employee performance is improved when the employees have enough skills and the
employees have intrinsic motivation to work better. Employees’ performance can be developed
through technical training as training can improve the skills of the employees who are likely to
be internal in nature. As opined by Nguyen et al. (2015), employees can bring their own skills
through training and the companies provide training focusing industry-specific in nature and
some of the employees require additional training. In the oil and gas sector, the management sets
the expectation from the employees and management figures out the training needs so that their
employees can perform well. The employees must receive adequate training to perform well. In
addition, the employees also perform well if the organisations have morale along with well-
managed company culture. Poor morale and poor organisational culture do not motivate the
employees at all and the employees do not like to come to work because of the reason. As argued

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by Chowdhury (2013), the main reason behind the employee performance is the leadership and
the immediate supervisor. The employees within the organisation are energised by the sense of
teams and purpose which genuinely want to work together. The motivation of the employees is
very important as the motivated employees work hard for the organisation (Colquitt et al. 2015).
Motivated employees set clear goals in order to have the outcomes. Motivated employees know
their responsibilities and they are clear about their roles and clarity.
2.9 Performance evaluation criteria
Performance management of employees is evaluated through discussion and the
evaluation is focused on the performance of the employees in the work assigned to the job
description. The job performance of the employees can be evaluated through the overall
assessment and the employers also use the scale to evaluate the overall performance. The
supervisors of the employees evaluate the performance and the supervisors' propose the
performance on the basis of the evaluation. As stated by Kalkavan and Katrina (2014),
performance management provides the benefits to the organisations seek in doing the
performance evaluation. Performance management supplies additional benefits to both the
management and the employees by participated effectively and appropriate mindset. Effective
evaluation process in oil and gas industry accomplishes the goals as the management undertakes
performance evaluation measures which are clearly communicated to all the staff in a timely
manner so that they remain clear about their responsibilities (Karabay et al. 2018).
The goal of the employee performance evaluation is included employee development
along with organisational improvement. Goals, measurement and deliverables are negotiated in
the effective employee performance evaluation (Khamisa et al. 2015). Employee performance
evaluation also provides ethical, legal and visible evidence to understand the needs of the work

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and the management needs to set the objectives like performance feedback, the required output
and documentation of the employees. The objective of the performance evaluation is to measure
and at the same time improve the performance of the employees of an organisation and increase
the future potential of the employees. In various organisations, numeric rankings are also used to
compare the performance of the employees with the performance of other employees. Numeric
ratings are mainly non-discriminatory and fair, these ratings are used for the managers’ opinion
(Kumar and Phrommathed 2016). The major criteria of performance evaluation of the employees
are associated with:
Vocational competence
Factors of employee performance are associated with skills as it is an overall command of
the employees’ duties. The employees need to maintain the vocational skills and ability to focus
on the essentials. Personal development of the employees is evaluated with reference to the
factors like employees' responses to new challenges, views and ideas along with practices.
Personal development factors are related to the employees' responses, role in improving the job
condition and employees can improve the personal skills. The special ability of the factors is
related to the employees' skills, own basic duties of the employees and the general diversity of
the employees' skills (Lai and Hsu 2015).
Responsibility at work and activity
Responsibility of the employees towards their work is an essential factor that influences
the individual’s as well as the organisational productivity. Reilly and Williams (2017)
highlighted in their book that the most efficient and cost effective HR performances can be
obtained only when the employees take full responsibility and accountability of their job profiles.

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The authors also highlighted that many of the companies are using shared HR services to reduce
their costs of maintaining a separate HR department in every branch or location, however, it has
been found that this type of shared services help the individual employees feel independent and
take more responsibility of their own work. As stated by Latham et al. (2017), the cooperation
factor is associated with employee conflict and the manager checks the responsibility of the
employees to show the commitment to work to improve the workplace. Employees must adhere
to the mutual agreement and practice to perform their duties efficiently. Thus, the employees of
any organisation have the responsibility to perform their duties as per the requirement of the
company, available resources and their own capabilities, and this action often is determined by
the motivation and job satisfaction derived from the job.
2.10 Relationship between job satisfaction and job performance
Companies today are complex, dynamic and non-traditional along with environmental
affected. Therefore, change is evitable in nature and these companies have to take the
responsibilities to gain more customers. In order to overshadow the competitors in the market,
the employers must have the full-energy personnel and satisfied employees. Impressive human
resources are the main factor for an organisation apart from the other focus (Menguc et al. 2016).
Similar to any other mining organisation, for oil and gas sector organisations also, human
resources are very important, apart from the technological resources (Shuen, Feiler and Teece
2014). Job satisfaction is very important for developing the effectiveness of the employees and
leaders tend to increase the job satisfaction of the employees (Cummings and Worley 2014). As
pointed out by Lawler and Porter (2017), the spirit of human resources and employees'
motivation has high priority. Locke and Latham (2015) believed that effectiveness and
successful human resources are associated with behaviour science with an understanding of the

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impressive factors. According to Farooqui and Nagendra (2014), job satisfaction leads to higher
employee performance through training and motivating factors, and job performance has two
categories; dispositional performance and task performance. According to Lunenburg (2015),
task performance is related to the responsibilities and tasks of each of the employees directly link
to person monitor to them. On the other side, dispositional performance helps organisational and
social network to survive. Job satisfaction in all industries leads to higher productivity,
organisational responsibility, mental and physical health and learn more skills. Employee
performance and satisfaction are interrelated and interdependent concepts. Matell and Jacoby
(2014) stated that higher motivation in the workplace and a positive attitude towards the job also
lead to better performance by the employees. Job satisfaction of the employees also creates a
positive impact on the business performance, which can be analysed through sales, revenues and
profits of the organisation.
2.11 Summary
In this chapter, secondary sources on human resources of the organisations have been
discussed. Books and scholarly articles on job satisfaction and employee performance have been
reviewed. From the review, it is seen that motivation of the employees is an important factor
within the workplace which bridges the gap between job satisfaction and employee performance.
These secondary articles provide an insight about the factors that affect the variable, that is, job
satisfaction and employee performance. Managers of the organisations want to have satisfied
employees who are motivated to work and have a positive view about the job profiles and
responsibilities. Employees who like their job have a high level of employee satisfaction and
they devote private time to the job as well. Job satisfaction has a relationship with in-role
performance and innovative performance. This theoretical understanding will be helpful to link

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the connection with primary data. In the following chapter, the data collection method and data
analysis would be discussed.
2.12 Hypotheses of the research
H0 (null hypothesis): Job satisfaction of the employees does not affect the employee
performance of Shell Oman.
H1 (alternate hypothesis): Job satisfaction of the employees does not affect the employee
performance of Shell Oman.
2.13 Variables of the research
Variables Sub-variables
Independent Job satisfaction
Job security
Work environment
Employee’s growth
Rewards and recognition
Work tasks
Dependent
Performance of the
employees
Productivity
Job fit
Motivation
Technical change

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CHAPTER 3: RESEARCH METHODOLOGY
3.1 Types of research
In the given research, the researcher will follow quantitative research method.
Quantitative research process is a systematic, formal and objective research process that deals
with numeric data (Brannen 2017). The researcher will assess the impact of job satisfaction on
the employee performances in the Shell Oman Marketing and for answering the research
questions in the most logical manner, the researcher will collect primary quantitative data and
apply quantitative methods for analysis. Research methodology for the study is explained below.
Research approach refers to the procedure consisting of the actions of data collection,
interpretation and analysis (Marshall et al. 2017). The research problem is addressed through the
research approach. There are two types of research approach, deductive approach and inductive
approach. In this research, deductive approach has been chosen. Deductive approach is helpful in
developing the hypotheses based on the existing theory and deductive means reasoning from the
particular to the general. The deductive approach has also helped to deduct the conclusions from
collected data on job satisfaction and employee performance from Shell Oman. There is a lot of
data already present on job satisfaction and employee performance, however, the research needs
to make the observation and confirms or rejects the concept.
The research design is a framework of technique and design chosen by the researcher to
accumulate various components of research. In this research, descriptive research design has
been chosen as it is a scientific method to involve observing and describing the behaviour of the

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participants without influencing them. Descriptive research design is about describing the
research phenomenon on the basis of the analytical findings.
3.2 Data collection techniques
In this research, the researcher has collected both primary and secondary data. Primary
data are those data, which are collected directly from the field of study, and secondary data refers
to those that collected from already published authentic sources, such as, peer-reviewed journals,
books, magazines, news paper articles, official websites, government publications etc. (Johnston
2017). In this research, the researcher has collected primary data about job satisfaction and
employee performance using survey method. The researcher has prepared 15 close-ended MCQ
types of questions based on job satisfaction and employee performance within the organisation.
There are two types of questions in the questionnaire, demographic questions and non-
demographic questions that include replicable scale in the answers, such as, 5 point Likert scale.
The questionnaire was prepared using Google Form and the link of the Google form has been
sent to the respondents via their email IDs. As stated by Herringa et al. (2017), the advantage of
the survey lies in low cost and convenience of data collection.
The researcher also used secondary data from journals, online articles, websites, books,
government reports, organisational website and magazines.
3.3 Sampling
a. Sample size
The survey has been conducted on the senior employees of Shell Oman. The sample
population of the research was the senior employees of Shell Oman who work in different
departments. The researcher chose the sample size to be 80. The researcher took permission from

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the Manager of Shell Oman and informed consent from the employees before conducting the
survey. The researcher took the email ids of the employees and sent the Google form to the
employees. The researcher provided 7 days to the employees to revert back on survey questions.
b. Method of sampling
The researcher has applied simple random sampling technique to choose the sample.
Simple random sampling is the technique of sampling in which each of the respondents of the
subset has an equal probability of being chosen (Taylor et al. 2015). The sample frame is the
source material and in this research, the sample frame was the email survey.
3.4 Tools of analysis
In this research, quantitative data analysis technique has been used as the survey response
data were converted into numerical data. According to Clemence et al. (2014), quantitative
approach is associated with finding scientific evidence to evaluate the research hypotheses. The
researcher used MS Excel software to present the collected data. The researcher has shown the
findings using tables, diagrams and charts. SPSS will be used for statistical analysis of the
collected data. The survey responses will be converted into numeric values using the replicable
scales, that is, 5 point Likert scale. The analysis section has been linked with secondary sources.
3.5 Limitations of the study
The main limitation of the study is the analysis of the data on the job satisfaction and
employee performance through a survey. The survey data provides pin-point answer to the
researcher; however, descriptive analysis of the issues and challenges faced by the researcher has
not been done properly. The researcher has faced the limitation in analysing the huge amount of
data using Excel software package. The researcher has also faced limitation to complete the

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research within the time-frame. The budgetary constraint was another issue faced by the
researcher.

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CHAPTER 4: DATA ANALYSIS, FINDINGS AND INTERPRETATIONS
4.1 Introduction
This chapter presents the findings from that analysis of the data collected through a
survey and explains the findings to answer the research questions. The researcher collected
primary data from 80 respondents or employees of the Shell Oman Marketing through a survey,
who were selected through simple random sampling. The questionnaire contained total of 32
close ended questions, out of which 5 were demographic questions and the rest 27 were
subjective questions. The survey responses were collected in a MS Excel file and the data was
analyzed using SPSS version 20. The survey responses were collected on 5 point rating scale
values, with 1 referring to least favourable and 5 referring to most favourable. The data was
converted to numeric values and quantitative analysis process was used to check the reliability of
the data, the total and average of each of the numeric variables. The response patterns for each of
the questions are presented through bar and pie charts. The findings and the interpretations are
presented below.
4.2 Discussion
4.2.1 Demographic data
Demographic data refers to the characteristics of the population or sample of the research
and some basic demographic data is collected to have an idea about how the research outcome
can solve the issue for the benefit of the target population. In the given study, the researcher
collected demographic data on gender profile, age group, designation in the company, tenure,
and educational qualification.

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Figure 3: Gender profile of participants
It can be seen from the above bar chart that among the 80 respondents, 60% were female and
40% were male. Thus, it can be said that the company has an average ratio for male to female
employees.
Figure 4: Age profile of the respondents
It can be seen that, majority of the participants (38 or 47.5%) belong to the age group of 31 to 40
years, followed by 33 (41.3%) in the age group of 21 to 30 years. Very less number of
participants was more than 40 years. Thus, the sample mostly contained young employees of
Shell Oman.

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Figure 5: Designation in the company
As per the response data, majority of the respondents (80%) are the executives in the company
and only 20% were managers. Thus, the perspectives of both the executives and managers were
collected in this survey.
Figure 6: Tenure in the company
It is seen that maximum participants (55%) are associated with the company for 1 to 5 years.
30% are associated for less than 1 year, and 11.3% worked for 6 to 10 years and only 3.8% have
the tenure of more than 10 years with Shell Oman.

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Figure 7: Educational qualification of participants
51.2% of the respondents are post graduates, followed by 41.3% who are graduates and only
7.5% are diploma holders.
4.2.2 Non demographic data
This section of the questionnaire comprises of subjective questions on the research topic,
that is, the perceptions of the respondents were asked in this section to get an insight about the
research topic. There are two types of variables, independent and dependent and these variables
were further classified into more categories to gain more in-depth knowledge about the factors
affecting job satisfaction and performance of the employees. These classifications of the
variables were done on the basis of the variables identified in the literature review section of the
paper. The analysis of the responses is presented below.

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4.2.2.1 Independent variable analysis
Job satisfaction has been considered as the independent variable for this study and five
sub-factors are created to highlight different aspects of this independent variable, namely, work
environment, employee growth, work task, job security and rewards and recognition. All these
aspects are analyzed individually to get in-depth findings about the perception of the employees
regarding the independent factor, that is, job satisfaction.
Figure 8: Overall satisfaction of the respondents
The overall satisfaction level of the employees while working in Shell Oman is asked first under
the category of independent variables. It is seen that majority of the respondents (40%) said that
they are somewhat dissatisfied in Shell Oman. 7.5% said that they are extremely dissatisfied. On
the other hand, 33.8% said that they are somewhat satisfied and 15% are extremely satisfied.
3.8% responded neutral.
Descriptive Statistics
N Minimum Maximum Sum Mean Std. Deviation
6. Independent variables:
Overall, how satisfied are
you working for The
Company?
80 1 5 247 3.09 1.285

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Valid N (listwise) 80
The mean value is between 3 to 4 and this shows that the respondents are somehow dissatisfied
with the company.
Job satisfaction is the independent variable and the sub-variables are work environment,
job security, employee’s growth, rewards and recognition, and work tasks. All these sub-
variables were further explored and classified into some more aspects that helped to gather
information about the practices in the company and people’s perception about those.
Work environment analysis
Figure 9: Company provides safe protection from Professional hazards

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Figure 10: Business environment in the company is convenient
Figure 11: Company provides all the supplies for work

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Figure 12: Satisfied with the space allotted in the company
It is seen from the above 4 tables that majority of the respondents have disagreed about the
factors that should be provided by the company to have a better and encouraging work
environment.
Descriptive statistics for work environment analysis
Descriptive Statistics
N Minimum Maximum Sum Mean Std. Deviation
6(A) Work environment:
1. The company
provides safe protection
from Professional hazards.
80 1 5 191 2.39 1.142
6.A. 2. The business
environment in the
company is convenient
80 1 5 199 2.49 1.091
6.A. 3. The company
provides all the supplies for
my work
80 1 5 204 2.55 1.146
6.A. 4. I am satisfied with
the space allotted to me in
the company
80 1 5 204 2.55 1.135
Valid N (listwise) 80

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It is seen from the above table that the mean value for all the 4 sub-factors for assessing the work
environment is between 2 to 3, which indicates the disagreement to the propositions. This is
aligned with the charts displayed above.
Employee growth analysis
Figure 13: I want to stay in the future in the company
Figure 14: I can progress in my company

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Figure 15: Achieving outstanding achievements in my work has a role for my promotion in
the company
Employee growth can be assessed through the sub-factors, such as, the intention of the
employees to stay longer with the company, the perception of growth in the company, and
achievement of outstanding performance helped in their promotions. It is seen that majority of
the respondents have disagreed to all these aspects and the findings from the descriptive statistics
are also aligned with the chart findings.
Descriptive statistics for employee growth factors
Descriptive Statistics
N Minimum Maximum Sum Mean Std. Deviation
6.(B) Employees Growth: 1.
I want to stay in the future in
the company.
80 1 5 202 2.53 1.125
6.B. 2. I can progress in my
company. 80 1 5 209 2.61 1.164
6.B. 3. Achieving
outstanding achievements in
my work has a role for my
promotion in the company.
80 1 5 202 2.53 1.147
Valid N (listwise) 80

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Regarding the employee growth scopes, the findings are quite similar to the previous factor. The
average value for each of the sub factors display that people have disagreed to the conditions of
employee growth in the company.
Work tasks analysis
Figure 16: I am satisfied with my current job in the company
Figure 17: I feel that my work in the company is fun and productive

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Figure 18: I feel independent when doing my job in the company
Under the work tasks analysis, three sub-factors were considered, such as, satisfaction with the
current job, perception regarding the nature of work as fun and productive, and independent
working in the company. Again it is seen that, for all these 3 aspects, maximum number of
respondents has voted in disagreement, while the next large group voted in agreement. However,
the general perception is that people are not satisfied with the nature of work tasks.
Descriptive statistics for work tasks factors
Descriptive Statistics
N Minimum Maximum Sum Mean Std. Deviation
6(C) Work tasks: 1. I am
satisfied with my current job
in the company.
80 1 5 210 2.63 1.151
6.C. 2. I feel that my work in
the company is fun and
productive.
80 1 5 212 2.65 1.092
6.C. 3. I feel independent
when doing my job in the
company.
80 1 5 209 2.61 1.142
Valid N (listwise) 80

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The average values also show that pattern that disagreement regarding better work tasks is the
general perception of the employees of Shell Oman.
Job security analysis
Figure 19: company provides job security
Figure 20: I have a functional stability in the company
While assessing the job security in the company, two aspects were considered. The participants
were asked whether they have job security and functional stability in Shell Oman. More than half

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of the respondents have voted in disagreement with these factors provided by the company. This
is also reflected in the mean values of descriptive statistics.
Descriptive statistics for job security factors
Descriptive Statistics
N Minimum Maximum Sum Mean Std. Deviation
6(D) Job security: 1.
company provides job
security.
80 1 5 210 2.63 1.072
6.D. 2. I have a functional
stability in the company 80 1 5 213 2.66 1.113
Valid N (listwise) 80
Rewards and recognition analysis
Figure 21: I have already received rewards

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Figure 22: Grants are awarded on the basis of clear and fair criteria
Figure 23: granting of functional promotions positively affects the performance of the job

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Figure 24: benefits provided by Shell Oman are enough to motivate the employees
Rewards and recognition is the last independent factor that is considered in this survey. It is one
of the most important factors that affect the motivation and job satisfaction of the employees in
any organization. The researcher further categorized this aspect into 4 sub-factors, namely,
receipt of rewards, fair and transparent criteria for giving rewards or grants, grant of functional
promotions, and whether the benefits are enough to keep the employees motivated. It is again
found that people are mostly dissatisfied with the rewards and recognition policy and practices
and thereby the job satisfaction level is quite low. The descriptive statistics also shows that the
general perspective regarding rewards and recognition in Shell Oman is quite dissatisfactory.

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Descriptive statistics for rewards and recognition aspects
Descriptive Statistics
N Minimum Maximum Sum Mean Std. Deviation
6 (E) Rewards and
recognition: 1. I have
already received rewards
80 1 5 210 2.63 1.084
6.E. 2. Grants are awarded
on the basis of clear and fair
criteria.
80 1 5 208 2.60 1.086
6.E. 3. The granting of
functional promotions
positively affects the
performance of the job.
80 1 5 211 2.64 1.105
6.E. 4. How far do you agree
that the benefits provided by
Shell Oman are enough to
motivate the employees?
80 1 5 206 2.58 1.100
Valid N (listwise) 80
4.2.2.2 Dependent variable analysis
Performance of the employees is the dependent variable and it is measured through sub-
variables like productivity, job fit, motivation and technical change. Through these sub-elements,
it can be analyzed whether there has been any increase in job satisfaction of the employees,
which can be reflected in the overall performance. The participants were asked about whether
they were satisfied about their performance in the company. It is seen that more than half of the
participants (52.5%) said that they are not satisfied or somewhat dissatisfied about their
performance. The mean value is 2.68, which also reflects that people are not satisfied about their
performances in Shell Oman.

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Figure 25: Satisfaction about work performance
Descriptive statistics for dependent variable
Descriptive Statistics
N Minimum Maximum Sum Mean Std. Deviation
7. Dependent variables: How
are you satisfied about your
performance in the
company?
80 1 5 214 2.68 1.053
Valid N (listwise) 80
The three sub-factors were further categorized into more aspects to gain an in-depth perspective
about the dependent factors.

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Job fit analysis
Figure 26: Satisfaction regarding responsibilities that suits abilities and skills
Figure 27: company is keen to give employees the tasks commensurate with their abilities
Figure 28: scientific qualification that suits my job requirements

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Three aspects were considered under job fit analysis. The participants were asked whether they
are satisfied with the job responsibilities as those suits the abilities and skills of the employees,
whether the company wants to give the employees the works that commensurate with their
abilities and whether they have scientific qualification to suit the job requirement. It is seen from
the responses that more than half of the respondents have disagreed to all these three aspects and
hence, it can be said that the job fit is dissatisfactory in the organization.
Descriptive statistics for job fit aspects
Descriptive Statistics
N Minimum Maximum Sum Mean Std. Deviation
7(A) Job fit: 1. I am satisfied
with my responsibilities in
the company because it suits
my abilities and skills.
80 1 5 209 2.61 1.097
7.A. 2. The company is keen
to give employees the tasks
commensurate with their
abilities.
80 1 5 209 2.61 1.073
7.A. 3.I have a scientific
qualification that suits my job
requirements.
80 1 5 203 2.54 1.055
Valid N (listwise) 80

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Motivation analysis
Figure 29: company shows gratitude when doing my work distinctly
Figure 30: company encourages continuous learning at the individual level
Figure 31: Employees are encouraged by the financial incentives they receive from the
company to improve their performance

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Regarding the analysis of motivational aspect of the employees, it is seen that majority of the
respondents voted for disagreements with the aspects like whether the company shows gratitude
for doing their job distinctively, whether it encourages continuous learning and whether it
encourages the employees by giving financial benefits. Thus, majority of the employees are
dissatisfied in the motivational aspect provided by the company.
Descriptive statistics for motivation aspects
Descriptive Statistics
N Minimum Maximum Sum Mean Std. Deviation
7(B) Motivation: 1. The
company shows gratitude
when doing my work
distinctly.
80 1 5 200 2.50 1.067
7.B. 2. The company
encourages continuous
learning at the individual
level.
80 1 5 199 2.49 1.019
7.B. 3. I am encouraged by
the financial incentives I
receive from the company to
improve my performance of
the tasks.
80 1 5 206 2.58 1.100
Valid N (listwise) 80

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Technical change analysis
Figure 32: Company provides the training to do the job effectively
Figure 33: Company provides scope on career development in order to achieve professional
competence

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Figure 34: There is enough learning and career growth opportunities in Shell Oman
Technical change is an important aspect that affects the performance of the employees. In the
matter of whether the company provides technical training for doing the job effectively, whether
they give career development training for gaining professional competence and whether there is
enough learning and career growth opportunities in the company, mare than half of the
respondents have disagreed, which states that people are not satisfied with the learning and
career growth opportunities and with the technical change.
Descriptive statistics for technical change aspects
Descriptive Statistics
N Minimum Maximum Sum Mean Std. Deviation
7(C) Technical training: 1.
The company
provides the training to do
the job effectively.
80 1 5 199 2.49 1.043
7.C. 2. Get your company on
career development in order
to achieve professional
competence.
80 1 5 206 2.57 1.053

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7.C. 3. How far do you agree
that there is enough learning
and career growth
opportunities in Shell Oman?
80 1 5 200 2.50 1.091
Valid N (listwise) 80
4.3 Reliability statistics
This test is conducted to check the internal consistency of the data. In other words, the
effectiveness of the test instrument in delivering a consistent output is checked with this statistic.
Cronbach’s alpha is the measure for reliability and a score of 0.7 or more is considered as good
and acceptable reliability.
Reliability Statistics
Cronbach's
Alpha
N of Items
.983 27
It is seen that the reliability test has resulted in a score of 0.983 for this study and hence, it can be
said that the reliability of this instrument and the data is excellent.
4.4 Regression analysis
Regression analysis was conducted to find out the causal relationship between the
dependent and independent variables of the study. As the variables are categorized into multiple
sub-factors, those are computed to form two new consolidated variables, which contained the
impact of all aspects. Thus, two variables are created, job satisfaction and work performance, and
the regression analysis is performed. The hypothesis was to test the impact of job satisfaction on
the work performance of the employees of Shell Oman.

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Model Summary
Model R R Square Adjusted R
Square
Std. Error of the
Estimate
1 .797a .636 .631 .611
a. Predictors: (Constant), JobSatisfaction
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1
Regression 50.868 1 50.868 136.258 .000b
Residual 29.119 78 .373
Total 79.988 79
a. Dependent Variable: WorkPerformance
b. Predictors: (Constant), JobSatisfaction
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) .555 .181 3.067 .003
JobSatisfaction .760 .065 .797 11.673 .000
a. Dependent Variable: WorkPerformance
The R-Square value is 0.636, that is, the model can explain 63% of the relationship between the
variables and thus, it is a good fit. The significance value is 0.000, which is less than 0.05. Thus,
the null hypothesis is rejected, that is, job satisfaction of the employees affects the work
performance of the employees of Shell Oman.
From the analysis, it can be said that in Shell Oman, the employees are dissatisfied with
all the work related factors, which affects their performance in the company. The company needs

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to pay attention to all the aspects that have been addressed in the study and must improve its
policies and practices to get a better outcome in terms of job satisfaction of the employees and
work performance.

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CHAPTER 5: CONCLUSION AND RECOMMENDATIONS
This chapter presents the concluding remarks on the research study and also presents
recommendations to address the research issue. The researcher creates an connection between
the research objectives and the research findings to evaluate whether the research objectives are
fulfilled in the logical manner. In this study, the researcher collected primary data through a
survey from 80 respondents, who are employees of Shell Oman. Quantitative methods were
applied on the survey responses to get the findings. The researcher also conducted an extensive
literature review to gain in-depth knowledge about the research subject. Based on the knowledge
from the literatures on different aspects of job satisfaction and employee performance, the
research variables were chosen. The concluding remarks and recommendations are as follows:
5.1 Linking to objectives
5.1.1 Linking to the first objective
The first objective of the study was to study the factors that influence the job satisfaction
of the employees in Shell Oman. To fulfill this objective, the researcher conducted literature
study on various theories on employee job satisfaction and several factors were chosen from the
literature, which were categorized into dependent and independent variables. These variables
were further classified into sub-factors to get more in-depth overview of the critical factors
influencing the job satisfaction and performance of the employees of an organization. The
independent variables were work environment, employee’s growth, work tasks, job security and
rewards and recognition, while, the dependent variables were job fit, motivation, and technical
training. The survey questionnaire was designed accordingly. The survey responses, that is, the
perception of people regarding the non-demographic variables showed that, majority of the

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survey respondents disagreed to all the factors that should have been provided by the
organization. In other words, maximum number of employees of Shell Oman, who participated
in the survey, was dissatisfied with the company’s policies and practices which affected their
overall job satisfaction. The survey questions addressed all the above mentioned issues and
thereby, from the findings, it can be said all the dependent and independent variables are crucial
for ensuring job satisfaction for the employees of Shell Oman. Hence, the first objective of the
study is fulfilled.
5.1.2 Linking to the second objective
The second objective of the study is to examine the impact of job satisfaction on the
performance of the employees of Shell Oman. To address this research objective, the researcher
performed quantitative analysis on the survey data. The dependent and independent variables
were transformed into single variables with all the impact combined to perform the regression
analysis. The findings of the regression analysis showed that the job satisfaction is highly
significant in influencing the performance of the employees. The mean values from the
descriptive statistics also showed that the employees are not satisfied with the company and
hence, regarding the dependent variable, that is, work performance of the employees, the mean
value depicted the similar response. Regression analysis validates this findings and it can be said
that the employees do not job satisfaction in Shell Oman, which is affecting their job fit,
motivation and impact of technical training, that is, their overall job performance. Thus, it can be
inferred that the second objective of the study is fulfilled.

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5.2 Recommendations
As found from the study, the company has many issues that are affecting the job
satisfaction and performance of the employees. These issues must be addressed by Shell Oman
to improve the job satisfaction aspect of the employees. The recommendations are as follows:
 Shell Oman must focus on providing a safe and protected environment from professional
hazards. The work nature of the company involves many hazardous work, as well as
hazardous locations and thus, the safety of the employees is often compromised. This
affects the motivation of the employees and thereby the job satisfaction is reduced.
Hence, Shell Oman must improve the protection facilities of the employees to ensure
work place safety.
 The company should also pay attention to provide all relevant and advanced supplies of
work to improve the efficiency of the employees. The tools and equipment should be
advanced so that working time can be reduced and the errors can be reduced.
 Regarding employee growth, the company should focus on formulating measures to
improve the motivation of the employees by providing them assistance to grow and
enhance their skills. The employees should be given promotions based on their
outstanding performance. Such measures would make them want to stay longer with the
company and employee turnover can be reduced.
 The work nature should be made interesting to keep the employees motivated. Apart from
work, the company should also start introducing various recreational events, to increase
level of interactions among the employees. This would also help in establishing a
supportive work culture where the employees can help each other and grow.

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 Shell Oman should focus on improving the job security of the employees. This is a very
critical factor for achieving job satisfaction. The functional stability of the employees
should be increased and the structure for reward and recognition should be improved. The
criteria for rewards and recognition should be fair and transparent and no biasness should
be practiced. The benefits should be increased to keep the employees motivated and
incentive schemes should be improved to cater to the needs and wants of the employees.
 Shell Oman should perform training needs analysis and arrange training programs
accordingly to enhance the skills of the employees. They should delegate work as per the
capability of the employees, and should take relevant training programs to enhance the
skills and professional competencies of the employees.
5.3 Future scope of study
Employee job satisfaction and its impact on the performance of the employees is a vast
subject. It has various dimensions and dynamics. Motivation is one such dimension, which
affects the job satisfaction and performance of the employees. This study entirely focused on
addressing various aspects of job satisfaction of the employees of Shell Oman through primary
data only. Hence, in the future studies, different research methodology can be adopted by the
researchers. For example, the researcher can explore secondary data on variables, such as,
employee turnover rate, to explore the impact of job satisfaction and motivation. Secondary data
analysis can validate the findings from the primary data analysis and that would provide a
different inference on the research topic.

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Appendices
SURVEY QUESTIONNAIRE
This questionnaire is used for academic purposes, the information collected will not be
disclosed .
1. What is your gender
a) Female
b) Male
2. What is your age group
a) 21-30 years
b) 31-40 years
c) 41-50 years
d) 51-60 years
3. Please specify your designation in Shell Oman
a) Executive
b) Manager
4. Please specify your years of association with Shell Oman
a) Less than 1 year

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b) 1 – 5 years
c) 6 – 10 years
d) More than 10 years
5. Please mention your educational qualification
a) Graduate
b) Post graduate
c) Diploma holder
Independent variables
Overall, how satisfied are you working for The Company?
a) Extremely dissatisfied
b) Somewhat dissatisfied
c) Natural
d) Somewhat satisfied
e) Extremely satisfied
(A) Work environment
1. The company provides safe protection from Professional hazards.

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Strongly disagree
Disagree
Neutral
Agree
Strongly agree
2. The business environment in the company is convenient.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
3. The company provides all the supplies for my work.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

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4. I am satisfied with the space allotted to me in the company.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
(B) Employees Growth
1. I want to stay in the future in the company.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
2. I can progress in my company.
a) Strongly disagree
b) Disagree
c) Neutral

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d) Agree
e) Strongly agree
3. Achieving outstanding achievements in my work has a role for my promotion in the
company.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
(C) Work tasks
1. I am satisfied with my current job in the company.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
2. I feel that my work in the company is fun and productive.
a) Strongly disagree

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b) Disagree
c) Neutral
d) Agree
e) Strongly agree
3. I feel independent when doing my job in the company.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
(D) Job security
1. company provides job security.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

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2. I have a functional stability in the company.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
(E) Rewards and recognition
1. I have already received rewards.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
2. Grants are awarded on the basis of clear and fair criteria.
a) Strongly disagree
b) Disagree
c) Neutral

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d) Agree
e) Strongly agree
3. The granting of functional promotions positively affects the performance of the job.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
4. How far do you agree that the benefits provided by Shell Oman are enough to
motivate the employees?
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
Dependent variables
How are you satisfied about your performance in the company ?
a) Extremely dissatisfied

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b) Somewhat dissatisfied
c) Natural
d) Somewhat satisfied
e) Extremely satisfied
A) Job fit
1. I am satisfied with my responsibilities in the company because it suits my abilities
and skills.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
2. The company is keen to give employees the tasks commensurate with their abilities.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree

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e) Strongly agree
3. I have a scientific qualification that suits my job requirements.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
B) Motivation
1. The company shows gratitude when doing my work distinctly.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
2. The company encourages continuous learning at the individual level.

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a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
3. I am encouraged by the financial incentives I receive from the company to improve my
performance of the tasks.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
C) Technical training
1. The company provides the training to do the job effectively.
a) Strongly disagree
b) Disagree
c) Neutral

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d) Agree
e) Strongly agree
2. Get your company on career development in order to achieve professional
competence.
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
3. How far do you agree that there is enough learning and career growth opportunities in
Shell Oman?
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree