Impact of Job Satisfaction on Organizational Performance: A Case Study of Tesco

This dissertation analyzes the impact of job satisfaction on organizational performance for Tesco. It identifies factors affecting job satisfaction and organizational performance, assesses the association between job satisfaction and organizational performance, and provides recommendations for improving job satisfaction in Tesco.

Running head: DISSERTATION
An analysis of Impact of Job Satisfaction on Organizational Performance: A Case Study of
Tesco
Name of the student:
Name of the University:
Author’s Note:

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Acknowledgement
Thank you to all of those who have helped listened and encouraged me throughout this study. I
am indebted to my supervisor ……………………. whose guidance, advice and patience have
been immeasurable. My sincere thanks to all members of the…………… [Mention your
university/college name], both staff and students, whose continuous support have made this
thesis possible.
I would like to thank all of the participants in the study: students, teachers and Local Education
Authorities, for the time and help given throughout. Without their participation, this research
would not have been possible. In this context, I am also thankful to them, whose research work
helped me to execute this paper well.
Finally, I thank my family, without whom this thesis would not have been started or completed!
Your encouragement and support have never faltered; thank you.

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Abstract
Issue in terms of job satisfaction for the employees of Tesco has been identified that is affecting
the performance of the organization. Lack of satisfied workforce in Tesco has lowered the
organizational performance, as the employees are having minimal commitment and engagement
towards their job roles and responsibilities. Higher level of casualness has been noticed among
the existing workforce of Tesco that has hampered the performance of the organization thereby,
affecting the productivity and sales of the company. The research will also help to identify the
main factors of lack of job satisfaction for the current employees Tesco out of the different
factors thereby, evaluating the potential reasons why the company is lacking in achieving the job
satisfaction factors (Saeed et al. 2014). After identifying the gaps, the research will help in
finding methods of achieving job satisfaction for the employees of Tesco and improving the
organizational performance by improved service quality and increased productivity. Thus, the
research is significant, as this will help in analyzing the impact of job satisfaction on
organizational performance for Tesco.
The researcher has applied positivism philosophy, deductive approach and descriptive research
strategy. Additionally, the researcher has used primary quantitative data collection technique for
collecting data for the survey research strategy. The researcher has selected 200 employees of
Tesco by random sampling technique and analyzed the collected data by conducting both
descriptive analysis and inferential analysis.
The results mentioned above highlights that the female employees of Tesco agree that employee
job satisfaction highly influences the performance of the employees. The correlation value
between job satisfaction and relationship with co-workers is 0.749 and perceived organizational

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support and job satisfaction is 0.721 respectively thereby, signifying strong association between
the variables. Thus, both the factors effect employee job satisfaction. The P value of hypothesis 2
is 0.000 highlighting that the P value is less than 0.05 thereby, rejecting the null hypothesis.
Thus, it can be job satisfaction has no impact on the organizational performance.

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Table of Contents
Chapter 1: Introduction..................................................................................................................10
1.0 Overview.........................................................................................................................10
1.1 Problem statement...............................................................................................................11
1.2 Research aim........................................................................................................................12
1.3 Research objectives.............................................................................................................12
1.4 Research questions...............................................................................................................12
1.5 Research hypothesis.............................................................................................................12
1.6 Research rationale................................................................................................................14
1.7 Structure of the research......................................................................................................15
1.8 Summary..............................................................................................................................16
Chapter 2: Literature review..........................................................................................................17
2.0 Overview..............................................................................................................................17
2.1 Conceptual framework.........................................................................................................17
2.2 Concept of job satisfaction..................................................................................................18
2.3 Factors affecting job satisfaction.........................................................................................18
2.3.1 Working environment...................................................................................................18
2.3.2 Job security...................................................................................................................19
2.3.3 Promotion and pay........................................................................................................20

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2.3.4 Relationship with co-workers.......................................................................................20
2.3.5 Flexibility......................................................................................................................21
2.3.6 Perceived organizational support..................................................................................21
2.4 Theory of job satisfaction....................................................................................................22
2.4.1 Hertzberg’s two-factor theory of job satisfaction.........................................................22
2.5 Challenges faced in ensuring job satisfaction......................................................................23
2.6 Concept of organizational performance...............................................................................24
2.7 Factors affecting organizational performance.....................................................................24
2.7.1 Employee satisfaction...................................................................................................24
2.7.2 Employee engagement..................................................................................................25
2.7.3 Risk management capabilities......................................................................................25
2.7.4 Involvement of the stakeholders...................................................................................25
2.7.5 Organizational values and cultures...............................................................................25
2.7.6 Creativity and innovations............................................................................................26
2.8 Impact of job satisfaction on organizational performance..................................................26
2.9 Summary..............................................................................................................................27
Chapter 3: Research methodology.................................................................................................28
3.0 Introduction..........................................................................................................................28
3.1 Research outline...................................................................................................................28
3.2 Research philosophy............................................................................................................28

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3.2.1 Explaining the selection of positivism philosophy.......................................................29
3.3 Research approach...............................................................................................................29
3.3.1 Explaining the selection of deductive approach...........................................................29
3.4 Research design...................................................................................................................29
3.4.1 Explaining the selection of descriptive design.............................................................29
3.5 Research strategy.................................................................................................................30
3.5.1 Explaining the selection of survey strategy..................................................................30
3.6 Sampling technique and sampling technique......................................................................30
3.6.1 Explaining the selection of random probability sampling technique...........................30
3.7 Data collection technique....................................................................................................31
3.7.1 Explaining the selection of quantitative data collection technique..............................31
3.8 Data analysis technique.......................................................................................................31
3.8.1 Explaining the selection of quantitative data analysis technique.................................31
3.9 Ethical considerations..........................................................................................................31
3.10 Accessibility issues............................................................................................................32
3.11 Summary............................................................................................................................32
Chapter 4: Data Analysis...............................................................................................................33
4.0 Introduction..........................................................................................................................33
4.1 Descriptive analysis.............................................................................................................33
4.1.1 Demographic analysis...................................................................................................33

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4.2 Inferential analysis...............................................................................................................51
4.2.1 Correlation analysis......................................................................................................51
4.2.2 Hypothesis 1.................................................................................................................52
4.2.3 Hypothesis 2.................................................................................................................54
4.3 Summary..............................................................................................................................55
Chapter 5: Conclusion and recommendations...............................................................................57
5.0 Conclusion...........................................................................................................................57
5.1 Linking with objectives.......................................................................................................58
5.2 Recommendations................................................................................................................59
5.3 Future scope of the study.....................................................................................................60
References......................................................................................................................................61
Appendices....................................................................................................................................67
Appendix 1.................................................................................................................................67
Survey questionnaire.............................................................................................................67
Appendix 2.................................................................................................................................73
Factors influencing job satisfaction.......................................................................................73
Appendix 3.................................................................................................................................74
Regression statistics output....................................................................................................74
Appendix 4.................................................................................................................................75
Regression statistics output....................................................................................................75

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List of Figures
Figure 1: Conceptual framework...................................................................................................18
Figure 2: Demographic results.......................................................................................................34
Figure 3: Working environment....................................................................................................35
Figure 4: Job security.....................................................................................................................37
Figure 5: Pay and promotion.........................................................................................................39
Figure 6: Relationship with co-workers........................................................................................41
Figure 7: Flexibility.......................................................................................................................43
Figure 8: Perceived organizational support...................................................................................45
Figure 9: Factors affecting organizational performance................................................................47
Figure 10: Job satisfaction on organizational performance...........................................................49

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List of Tables
Table 1: Hertzberg’s two-factor theory of job satisfaction............................................................22
Table 2: Correlation values............................................................................................................52
Table 3: Testing null hypotheses impact of factors on job satisfaction.........................................54
Table 4: Testing null hypothesis on impact of job satisfaction on organizational performance...55

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Chapter 1: Introduction
1.0 Overview
The job satisfaction of the employees plays a significant role in improving the performance
of the business organizations. As mentioned by Hulsheger et al. (2013), it is important for the
business organization to be aware of retaining the employees by ensuring job satisfaction and
establishing a motivated workforce. This provides an opportunity for the business organization to
achieve extraordinary results by the particular business organization. Achieving the
organizational targets and goals is largely influenced by the level of employee job satisfaction, as
satisfied employees contributes towards improved organizational performance thereby,
facilitating organizational growth, productivity and quality offered to the customers and the
market sector. One of the core responsibilities of the human resource management of the
business organization is to identity and determines what the employees feel and thinks as well as
recognize their needs and demands while working for the company (Vermeeren, Kuipers and
Steijn 2014).
Identification provides an opportunity for the business organizations to improve employee
job satisfaction thereby, improving productivity as well as strengthening employee commitment.
Therefore, it can be said that improving the job satisfaction of the employees allow the business
organizations to improve the organizational performance. The satisfied employees are the most
productive employees. As a result, the business organizations have to ensure job satisfaction, as
it directly affects the organizational performance. Improved organizational performance also
provides an opportunity for the business organization to gain competitive advantage and stand
out in the market and attracting the customers (Ko, Hur and Smith-Walter 2013).

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Tesco is a Bristish multinational grocery and general merchandise company with its
headquartered in Welwyn Garden City, England, the United Kingdom. According to the profits
generated by Tesco, it is considered as the third-largest grocery retail. Tesco has retail outlets
over 12 countries in overall Europe and Asia. Tesco has an estimated 4,76,000 employees
throughout all the retail outlets in the world. Recently, the job satisfaction for the employees of
Tesco has been an issue thereby, hampering the performance of the employees. Thus, the
research is commenced in order to analyze the impact of job satisfaction on organizational
performance for Tesco (Tesco.com, 2018).
1.1 Problem statement
Issue in terms of job satisfaction for the employees of Tesco has been identified that is
affecting the performance of the organization. Lack of satisfied workforce in Tesco has lowered
the organizational performance, as the employees are having minimal commitment and
engagement towards their job roles and responsibilities. Higher level of casualness has been
noticed among the existing workforce of Tesco that has hampered the performance of the
organization thereby, affecting the productivity and sales of the company (Wong and Laschinger
2013). In addition to, the rate of employee turnover has increased due to inadequate employee
job satisfaction. Due to higher employee turnover rate, Tesco is losing experienced and qualified
employees that are also hampering the organizational performance.
Inadequate job satisfaction among the employees and compromised organizational
performance is also threatening the current position of Tesco in the market (Cullen et al. 2014).
Poor organizational performance is resulting is lack of competitive advantage for Tesco, as the
company is unable to ensure higher productivity thereby, affecting the revenue and sales.

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1.2 Research aim
The aim of the research is to analyze the impact of job satisfaction on organizational
performance.
1.3 Research objectives
The research objectives are:
 To understand the concept of job satisfaction and organizational performance
 To identify the factors of job satisfaction and organizational performance for Tesco
 To access the association between job satisfaction and organizational performance for
Tesco
 To provide suitable recommendations for improving job satisfaction in Tesco
1.4 Research questions
The research questions are:
 What do you mean by job satisfaction and organizational performance?
 What are factors affecting job satisfaction and organizational performance for Tesco?
 What is the association between job satisfaction and organizational performance for
Tesco?
 What are the suitable recommendations for improving job satisfaction for Tesco?
1.5 Research hypothesis
The research hypotheses are:
Hypothesis 1: Factors affecting job satisfaction versus level of job satsifaction
Hypothesis 1A:

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H0: The working environment in Tesco does not influence the level of employee job satisfaction
H1: The working environment in Tesco influence employee job satisfaction level
Hypotheis 1B:
H0: The job security in Tesco does not influence the level of employee job satisfaction
H1: The job security in Tesco influence the level of employee job satisfaction
Hypothesis 1C:
H0: Pay and promotion in Tesco does not influence the level of employee job satisfaction
H1: Pay and promotion in Tesco influence the level of employee job satisfaction
Hypothesis 1D:
H0: Relationship with co-workers in Tesco does not influence the level of employee job
satisfaction
H1: Relationship with co-workers in Tesco influence the level of employee job satisfaction
Hypothesis 1E:
H0: Flexibility in Tesco does not influence the level of employee job satisfaction
H1: Flexibility in Tesco influence the level of employee job satisfaction
Hypothesis 1F:
H0: Perceived organizational support does not influence the level of employee job satisfaction
H1: Perceived organizational support influence the level of employee job satisfaction

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Hypothesis 2: Job satisfaction versus organizational performance
H0: Job satisfaction has no impact on the organizational performance.
H1: Job satisfaction has an impact on the organizational performance.
1.6 Research rationale
Analyzing the impact of employee job satisfaction on organizational performance for
Tesco is important, as this provides an opportunity to identify impact of the gap of job
satisfaction on the organizational performance of Tesco. The research is significant, as this will
allow the researcher to identify the potential reasons of inadequate job satisfaction for the
employees of Tesco and analyze its impact on the organizational performance. Identifying the
reasons of inadequate employee satisfaction will also provide an opportunity for the researcher to
access the relationship between job satisfaction and organizational performance (Abbas et al.
2014). As a result, it will be easier to compare and contrast the organizational performance with
and without the presence of satisfied workforce.
The research will also help to identify the main factors of lack of job satisfaction for the
current employees Tesco out of the different factors thereby, evaluating the potential reasons
why the company is lacking in achieving the job satisfaction factors (Saeed et al. 2014). After
identifying the gaps, the research will help in finding methods of achieving job satisfaction for
the employees of Tesco and improving the organizational performance by improved service
quality and increased productivity. Thus, the research is significant, as this will help in analyzing
the impact of job satisfaction on organizational performance for Tesco.

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1.7 Structure of the research
The entire dissertation is dived into five chapters namely, introduction, literature review,
research methodology, data analysis, conclusion and recommendations.
Introduction: The introductory chapter provides a brief background of the research along with
identifying the potential problem encountered by the selected organization and the significance
of conducting the research. The chapter also develops the research aim, objectives and
hypothesis based on which the entire research work is commenced.
Literature review: This chapter identifies the dependent and the independent variables along
with the factors affecting the variables. In addition to, the chapter assesses the association
between the variables thereby, analyzing the impact of the independent variable on the dependent
variable. The chapter also consists of the conceptual framework that summarizes the overall
structure of the chapter.
Research methodology: In the chapter, the researcher states the various methodological tools
that can be used for carrying on a research work and collecting relevant and required data
successfully. In addition to, the chapter highlights the justification of the selected methods that
has been applied completing the research successfully.
Data analysis: This chapter consists of the analysis of the collected data by using appropriate
data analysis technique and tools. The data is also interpreted in this chapter.
Conclusion and recommendations: This chapter deduces conclusion by considering the
information from the data analysis and literature review information thereby, providing suitable
recommendations.

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1.8 Summary
In this chapter, it can be summarized that it is important for the business organizations to
ensure job satisfaction for the current employees or the workforce. This is because a satisfied
workforce is the most productive workforce. The chapter has helped in identifying the issues in
terms of employee job satisfaction successfully thereby, highlighting the impact of the issue on
the organizational performance of Tesco. In addition to, the researcher has justified the
significance of conducting the research in terms of the employees and the organizational
performance of Tesco.

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Chapter 2: Literature review
2.0 Overview
In this literature review, the researcher has identified both the independent and dependent
variables and has discussed them in detail. As a result, the researcher has been able to develop a
deeper understanding of the concepts of job satisfaction and organizational performance along
with the factors that affects them. In addition to, the researcher also refers to the relevant theories
of job satisfaction that helps in ensuring satisfaction for the employees. Considering the
increasing competitive market, it can be said that it is important for the business organizations to
ensure job satisfaction for the employees. This is because satisfied employees contribute more
towards the organizations thereby, improving the organizational performance.

Organizational performanceJob satisfaction
Working environment
Job security
Pay and promotion
Relationship with coworkers
Flexibility
Perceived organizational support
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2.1 Conceptual framework
Figure 1: Conceptual framework
(Source: Created by Author)
2.2 Concept of job satisfaction
The concept of job satisfaction has been defined in many ways but it highlights whether
the individual employees like their job or the facets of the job. As commented by Hulsheger et al.
(2013), job satisfaction is defined as the pleasurable, positive emotional state of the individuals
thereby, developing liking for their job. However, as argued by Braun et al. (2013), apart from
the developing a liking for the job, job satisfaction considers the psychological aspect of the
individual employees towards their job that determines their liking. Employees are the backbone
of the business organizations that represents the company in the market and in front of the

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customers. Thus, satisfied employees represent the business organization more effectively in the
market.
2.3 Factors affecting job satisfaction
In the competitive market, it is important for the business organizations to ensure
employee job satisfaction, as this provides an opportunity for them to sustain in the competitive
market. The various factors affecting the job satisfaction of the employees include the working
environment, job security, promotion and pay, relationship with the co-workers, flexibility and
perceived organizational support.
2.3.1 Working environment
The working environment they are subjected to work in within the company determines
the level of employee productivity. As commented by Raziq and Maulabakhsh (2015), effective
and positive working environment encourage happy employees thereby, facilitating the growth
of the organizational performance. Physical, social and psychological aspects help in establishing
the working environment within the firm. The surrounding physical environment such as noise,
infrastructure as well as psychological aspect in terms of monotony and boredom affects the
level of employee job satisfaction. Thus, it is important for the business organizations to analyze
the factors and implement them successfully thereby, improving the level of job satisfaction.
However, as argued by Fortney et al. (2013), at certain instances, positive and effective working
environment fails to ensure employee job satisfaction, as the employee satisfaction is determined
by other factors. Thus, it is essential to analyze whether Tesco is able to provide positive
working environment for ensuring job satisfaction for the employees.

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2.3.2 Job security
The perceived risk of losing the hob measures the level of job security. As commented by
Millan et al. (2013), the job security provides an assurance to the employees regarding the
continuity of the current employment. Job security ensures employee satisfaction as they feel
assured about the financial aspect and psychological aspect. Job security highlights fixed income
for the individual employees thereby, motivating them to work harder and give their best for
improving the organizational performance. In addition to, psychological satisfaction of being
employed facilitates the level of job satisfaction for the employees. However, as argued by
Gayathiri et al. (2013), ob security fails to ensure job satisfaction as the employees seek other
factors in order to satisfy them in the current job. Thus, increased job security is directly
proportional to the level of job satisfaction for the employees. The rate of job security in Tesco
needs to be analyzed in order determine the impact on employee job satisfaction.
2.3.3 Promotion and pay
It is important for the human resource management to improve the confidence as well as
the attitude of the employees towards their job appropriately. As mentioned by Suma and Lesha
(2013), promotion helps in ensuring job satisfaction, as the employees feel valued for their
contribution and effort towards the business organization. Promotion provides an opportunity for
shifting the employee to a higher position based on the previous performance. However, as
argued by Mustapha (2013), in addition to promotion, pay also helps in ensuring job satisfaction
for the employees. This is because with promotion, comes added responsibility for the
employees. Thus, the employees expect to to recognize for their increased effort and
responsibility by higher pay scale. Both promotion and pay helps in ensuring job satisfaction for
the employees, as the employees feel valued and significant for the business organizations

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thereby, giving more effort for improving the organizational performance. The promotion and
pay scheme implemented by Tesco needs to be analyzed in order to determine the employee job
satisfaction.
2.3.4 Relationship with co-workers
Positive relationship with the fellow co-workers is essential in order to ensure job
satisfaction for the employees. As mentioned by Srivastava (2013), the positive relationship with
the co-workers ensures employee satisfaction at workplace. Positive relationship with the co-
workers highlights cooperation, team spirit, support, trust and clear flow and exchange of
required information. As a result, the employees feel psychologically stable and satisfied
thereby, eventually affecting the level of job satisfaction. However, as argued by Tang, Siu and
Cheung (2014), relationship with the co-workers leads to competition that affects the level of job
satisfaction for the employees. In addition to, positive relationship with the co-workers mitigates
the chances of stress at workplace due to which the employees are able to focus on their
effectively thereby, improving organizational performance. As Tesco fails to ensure effective
relationship between the co-workers, the impact on job satisfaction needs evaluation.
2.3.5 Flexibility
Workplace flexibility helps in ensuring job satisfaction but highly depends on how the
human resource management provides the workplace flexibility. As commented by Azanza,
Moriano and Molero (2013), workplace flexibility gives the responsibility to the employees to
complete their job roles and responsibilities according to their convenience. Because of work
flexibility, the employees are able to work in free mind thereby, concentrating on the work
completely. As the employees feel that the business organizations consider their needs and
expectations and provide them with work flexibility, they tend to provide extra effort towards

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their work. However, as argued by Allen et al. (2013), the opportunity of work flexibility comes
with added challenge that highlights casualness within the employees at certain instances. The
employees might take the opportunity as an advantage of delaying their roles and
responsibilities. Thus, it is important to strategies the work flexibility in such a way that it
ensures employee job satisfaction but restrict it from being misused. It can be seen that flexibility
has ensured job satisfaction in different organizations but the impact on Tesco need evaluation.
2.3.6 Perceived organizational support
Support from the organization provides an opportunity for the employees to develop and
enhance their present skills as well as learn new skills. As commented by Biswas and Bhatnagar
(2013), perceived organizational support acts as a support for the employees that they can use to
develop them both personally and professionally. Self-development with continuous support and
cooperation from the organizations helps in ensuring job satisfaction for the employees. Thus,
the employees use the skills learned with the help from the respective organization for improving
the organizational performance by taking the sole responsibility. However, as argued by Cullen
et al. (2014), at certain instances, the perceived support from the organization fails to ensure job
satisfaction, as the employees are reluctant about the help they get. The level of perceived
organizational support in Tesco needs analysis in order to evaluate the impact of job satisfaction.
2.4 Theory of job satisfaction
2.4.1 Hertzberg’s two-factor theory of job satisfaction
The Hertzberg’s two-factor theory highlights that there lies certain factors at workplace
that results in employee job satisfaction and dissatisfaction. Therefore, it is essential for the

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human resource management to consider the satisfactory factors and eradicate the dissatisfactory
factors in order to ensure employee job satisfaction (Yusoff, Kian and Idris 2013).
Job satisfaction factors Job dissatisfaction factors
Responsibility Relationship with fellow colleagues
Opportunity Organizational policies
Achievement Salary
Job security Supervision
Working conditions
Table 1: Hertzberg’s two-factor theory of job satisfaction
(Source: Hofmas, De Gieter and Pepermans 2013)
The above table highlights the factors that results in employee satisfaction and
dissatisfaction. Implementing the job satisfactory factors ensures satisfying the employees
successfully thereby, improving the organizational performance. The job satisfactory factors of
the employees provide an opportunity for them to achieve their desired results at work thereby,
giving their best at workplace. On the other hand, eradicating the dissatisfactory factors also
provides an opportunity for the business organizations to eliminate the disturbing factors thereby,
facilitating the employees to give their best at work. Thus, Tesco needs to consider the job
satisfactory factors as mentioned in the theory and determine the impact of on organizational
performance.
2.5 Challenges faced in ensuring job satisfaction
Employee job satisfaction is influenced by the ways the business organizations strategize
or implement the factors of satisfying the employees. There are potential challenges of ensuring

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job satisfaction for the employees. One of the major challenges in ensuring job satisfaction is to
analyze the potential factors that facilitate employee job satisfaction. As commented by Van
Wart (2013), the business organizations find it difficult to know the factors that facilitate job
satisfaction for the individual employees. Several employees from different backgrounds, needs
and expectations work for a particular business organization. Thus, identifying the job
satisfaction factors for each of the employees and implementing them is challenging for the
business organizations. However, as criticized by Maier et al. (2013), effective planning and
strategizing allows the business organizations to identify the employee satisfaction factors and
using them appropriately. In order to know the factors that ensure job satisfaction, both way
communications is essential. However, lack of effective communication makes it difficult to
ensure job satisfaction for the employees thereby, affecting the organizational performance.
These are the major challenges encountered by the business organizations while ensuring job
satisfaction for the employees. Thus, the challenges faced by Tesco in terms of employee job
satisfaction needs to be analyzed.
2.6 Concept of organizational performance
The concept of organizational performance consists of the results or actual output for a
particular business organization. As mentioned by Camison and Villar-Lopez (2014),
organizational performance is measured by comparing the intended outputs against the set
organizational goals and objectives. The factor that highlights the organizational performance
includes the financial performance, product market performance and the shareholder return. The
ability of the organization to perform in order to achieve the organizational goals and objectives
as well as to sustain in the competitive market highlights organizational performance. The
functioning capability and success highlights the level of organizational performance. It has been

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seen that highly satisfied employees’ results in improved organizational performance. Thus, it is
required to measure the organizational performance of Tesco by comparing the employee job
satisfaction in the company.
2.7 Factors affecting organizational performance
The different factor that affects the organizational performance includes satisfied
employees, employee engagement and commitment, risk management techniques, involvement
of the stakeholders, organizational values and cultures and creativity and innovations.
2.7.1 Employee satisfaction
Employees are the backbone of the business organizations; they are the ones representing
the company in the target market. As commented by Wu, Straub and Liang (2015), satisfied
employees results in highly productive company as well as improved organizational
performance. Unable to ensure employee satisfaction hampers the organizational performance.
Thus, the impact of employee satisfaction on organizational performance of Tecso needs to be
evaluated.
2.7.2 Employee engagement
Engaged employees results in better dedication and commitment from the employees that
improves organizational performance. This is because the employees involves them and take
extra initiatives for making their organization stand out in the competitive market (Chaudoir,
Dugan and Barr 2013). Thus, the level of employee engagement and its impact on the
organizational performance of Tesco is analyzed.

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2.7.3 Risk management capabilities
Risks are common while the business organizations operate in the competitive market.
Thus, ability to manage risks successfully provides an opportunity for the business organizations
to be prepared for the risks in future and strategize to overcome them (Gao, Sung and Zhang
2013). Successful risk management improves organizational performance, as the firm is able to
achieve organizational aim and objectives. Thus, the risk management capabilities affect the
organizational performance of Tesco.
2.7.4 Involvement of the stakeholders
The involvement of the stakeholders and its impact on organizational performance is still
unclear that has led to considering and analyzing the factor. The significant role of the
stakeholders is debatable as it is considered to have both positive and negative impact on the
organizational performance (Harrison and Wicks 2013). Thus, the involvement of the
stakeholders on the organizational performance of Tesco is considered.
2.7.5 Organizational values and cultures
As mentioned by Hogan and Coote (2014), the organizational values and cultures affects
the organizational performance, as the positive values and cultures promotes healthy working
environment for the employees thereby, encouraging them to perform their best. Improved and
efficient performance from the employees enhances the organizational performance thus, needs
to analyzed in terms of the organizational values and cultures of Tesco and its impact on
performance.

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2.7.6 Creativity and innovations
Both creativity and innovation allows the business organizations to stand out from the
competitors in the market and the two factors are best executed if the business organizations
have effective and efficient employees working for them (Uzkurt et al. 2013). Thus, the
creativity and innovations help in uplifting the present performance of the business
organizations. Unable to promote and facilitate creativity and innovations hampers
organizational performance.
2.8 Impact of job satisfaction on organizational performance
The attitude of the employees plays a significant role as this allows the managers to
determine the behavior of the employees within the organizations. A satisfied worker means a
productive worker. As mentioned by Fu and Deshpande (2014), one of the most important
impacts of job satisfaction is productivity that improves the organizational performance. A
satisfied employee gives extra effort and works hard towards their roles and responsibilities
thereby, making their organization stand out in the crowd. However, as argued by Kehoe and
Wright (2013), increased productivity only does not signify improved organizational
performance. Thus, the impact of employee job satisfaction for Tesco needs attention in order to
determine the impact on the organizational performance.
2.9 Summary
Thus, in this chapter, it can be concluded that job satisfaction does have an impact on the
organizational performance. This is because satisfied employees results in higher productivity
thereby, improving the organizational performance of the business organizations. It is essential
for the business organization, such as Tesco to ensure effective employee job satisfaction and
organizational performance. Considering the increasing competitive market, it is important for

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Tesco to ensure job satisfaction for the employees. This is because satisfied employees
contribute more towards the organizations thereby, improving the organizational performance.

29DISSERTATION
Chapter 3: Research methodology
3.0 Introduction
In this chapter, the researcher sheds light on the different methodological tools that has
been used for carrying out a research. In addition to, the researcher justifies the election of the
particular research tools that has been used by the researcher for this research. Moreover, the
researcher also states the research ethics followed as well as the accessibility issues faced by the
researcher while commencing with the research work.
3.1 Research outline
For commencing this research work, the researcher has applied positivism philosophy,
deductive approach and descriptive research strategy. Additionally, the researcher has used
primary quantitative data collection technique for collecting data for the survey research strategy.
The researcher has selected 200 employees of Tesco by random sampling technique and
analyzed the collected data by conducting both descriptive analysis and inferential analysis. The
aforementioned research methodologies has been used by the researcher based on research topic
that aim towards investigating the impact of job satisfaction of the employees on organizational
performance of Tesco.
3.2 Research philosophy
Positivism, interpretivism and pragmatism are the three types of research philosophies
that can be used while commencing with research work. The concept of positivism philosophy
sheds light on the opportunity of the using scientific approach for analyzing the data thereby,
ensuring data validity and accuracy (Nueman 2013).

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3.2.1 Explaining the selection of positivism philosophy
Positivism philosophy has been used for this research, as the researcher has been able to
use scientific approach for analyzing the impact of employee job satisfaction on the
organizational performance of Tesco. The use of scientific approach helped the researcher to
ensure data accuracy in respect to the response of the Tesco employees in terms of their job
satisfaction and its impact on organizational performance.
3.3 Research approach
Both inductive and deductive approaches are used for commencing the research work.
For this researcher, the researcher has used deductive approach that has helped in achieving the
research aim and proving the hypothesis.
3.3.1 Explaining the selection of deductive approach
The use of deductive approach has been justified for this research, as this allowed the
researcher to refer to already existing theories and concepts of job satisfaction and organizational
performance. As a result, the researcher has been able to relate the findings of the data with the
existing data and information thereby, analyzing its impact on improving the organizational
performance (Taylor, Bogdan and DeVault 2015).
3.4 Research design
Explanatory, exploratory and descriptive are the three research designs that are used for
carrying out a research. In this case, the researcher has used descriptive research design.
3.4.1 Explaining the selection of descriptive design
The use of descriptive research design is justified as this allowed the researcher to
identify the problems of employee satisfaction and provide suitable recommendations for

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mitigating the problems in order to improve organizational performance for Tesco (Lewis 2015).
In addition to, the use of this strategy also allowed the researcher to explain the various factors of
job satisfaction and organizational performance thereby, justifying their presence in the research
work.
3.5 Research strategy
The different research strategy includes action research, case study, interview and survey.
For this research, survey research strategy has been used.
3.5.1 Explaining the selection of survey strategy
The application of survey research strategy has been appropriate as this allowed the
researcher to collect raw and quantitative data from the employees of Tesco and consider their
viewpoints on the impact of the job satisfaction of the individual employees in improving the
organizational performance of Tesco (Vaioleti 2016).
3.6 Sampling technique and sampling technique
The different types of the sampling techniques include non-probability sampling
technique, systemic sampling, cluster sampling and probability sampling technique (Flick 2015).
In the case of this researcher, random probability sampling technique has been used.
3.6.1 Explaining the selection of random probability sampling technique
The implementation of random probability sampling technique is justified, as this
allowed the researcher enable equal chances to all the employees of Tesco to participate in the
survey and share their opinion regarding the impact of their job satisfaction level in improving
the performance of Tesco. Out of the entire employee population of Tesco, the researcher has
selected 200 employees of Tesco using this sampling technique.

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3.7 Data collection technique
The two distinctive method of collecting data for the research work are primary and
secondary techniques (Panneerselvam 2014). In case of this research, the researcher has used
primary data collection technique.
3.7.1 Explaining the selection of quantitative data collection technique
The application of primary data collection technique is appropriate, as this allowed the
researcher to collect data from the employees of Tesco. As a result, raw and recent data in terms
of the employees are represented in the form of numerical are considered for this work.
3.8 Data analysis technique
Qualitative and quantitative are the two methods of analyzing data for commencing with
the research work (Neuman and Robson 2014). In this case, the researcher has used quantitative
data analysis technique.
3.8.1 Explaining the selection of quantitative data analysis technique
The application of quantitative data analysis is appropriate, as this allowed the researcher
to collect raw and numerical data from the employees of Tesco. As a result, the researcher has
been able to determine the number of the employees in Tesco that considers that their job
satisfaction level helps in improving the organizational performance. In order to analyze the
quantitative data, the researcher has used SPSS tool.
3.9 Ethical considerations
Following the research ethics is significant in order to achieve the research aim and
objectives and completing the work successfully. In the case of primary data collection
technique, one of the most important research ethics is maintaining the confidentiality of the data

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and the identity of the respondents. Disclosing the data and the identity against the consent is
against the ethics of research. In addition to, the researcher has to ensure that the respondents
participate in the data collection process willingly (Haggerty 2016). Therefore, signing the
consent form by the respondents is the most suitable method for ensuring that the respondents
are participating willingly. Moreover, the researcher has to collect the data from authentic
resources and use it for academic purposes only.
3.10 Accessibility issues
While commencing with the research work, the researcher has faced some issues that has
affected the quality of the work. As the research is conducted on the particular industry sector in
the UK, the work cannot be used as the secondary resources for all the industry sectors in the
UK. In addition to, the only use of close-ended questions has limited the options for the
respondents to share their viewpoints and perspectives openly. Thus, answering from the given
options restricted the respondents in sharing their opinion in terms of their behavior and
satisfaction for using online platform for buying fashion apparels.
3.11 Summary
In this chapter, it can be summarized that the use of the particular research tools has been
justified, as this has allowed the researcher to analyze the impact of consumer behavior and
customer satisfaction for using the online platform for buying fashion apparels. This has been
justified by the application of scientific approach, describing each of the factors, finding the
issues, refereeing to existing concepts and providing solutions to the identified gaps.

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Chapter 4: Data Analysis
4.0 Introduction
This chapter consists of the graphs and charts that analyze the data collected from the
survey. The researcher has presented the data by using both descriptive and inferential analysis
thereby, proving the formulated hypothesis. The use of both descriptive and inferential has
helped the researcher to conduct an in-depth analysis of the impact of the independent variable
on the dependent variable. As a result, the researcher has been able to determine the impact of
the level of job satisfaction for the employees of Tesco on the organizational performance. Thus,
determining the impact provides an opportunity for the researcher to prove the alternative
hypothesis that both statistically and descriptively.

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4.1 Descriptive analysis
4.1.1 Demographic analysis
Figure 2: Demographic results
While conducting a research, the researcher considers the demographic analysis in order
to determine the group of respondents that will be considered for analyzing the results. This
allows the researcher to focus on particular respondents for achieving the research aim. The
above figure highlights that the researcher has focused on the female employees aged between
27-31 years with monthly income ranging £26,000-£30,000. Thus, the researcher has excluded
the male respondents for carrying out the research. Focusing on the female employees of Tesco
belonging to a particular group in terms of age and monthly income allowed determining the
impact of employee job satisfaction on organizational performance ensuring quality.

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Working environment
Figure 3: Working environment
Out of the various factors that affect the establishment of positive working environment,
the researcher has considered the factors such as positive values, productive atmosphere and
commitment. The female employees of Tesco agree that positive values, productive atmosphere
and commitment help in building a positive working environment in Tesco. The results as
mentioned above have shown that workplace positivity plays a crucial role in determining the
mindset of the employees working for the organization. Not only has that having such a positive
value helps in eradicating the negatives in the working environment. As a result, the employees
start to believe on them and work efficiently towards their job roles and responsibilities. At the
same time, having positive values at workplace further helps the employees to have a positive
approach towards the challenges that are encountered while working.

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Again, the study has indicated the fact that along with positive values, a productive
working environment is also imperative for the employees. This is because highly productive
working environment helps in creating an enthusiasm and urge within the existing employees.
Consequently, all the employees show higher level of dedication and engagement towards their
job roles and responsibilities. Therefore, it can be said that a highly productive environment
gives rise to fair competition in the working environment due to which the employees compete to
stand out among the existing employees.
Nevertheless, according to the above findings, working environment is established due to
the commitment of the employees. It is the fact that in Tesco, highly committed work force has
led to the development of positive working environment. All the employees are highly
committed to their work and hardly neglect their job roles and responsibilities. This implies, the
employees are able to complete their desired goals and objectives in the given time thereby,
creating a positive working environment. Employee commitment, positive values and productive
environment results in uplifting the standard of the working environment in Tesco thereby,
results in improved service to the customers. When a majority of the selected employees remains
positive, on the contrary, very few employees at Tesco beg to differ that positive value,
employee commitment and productive environment establishes positive working environment.

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Job security
Figure 4: Job security
Having a secured job is essential for the employees as this affects their performance
towards the organization. Risk, fixed income and fixed employment are the factors that the
researchers has considered in order to analyze the impact of job security on the employees of
Tesco. Majority of the female employees of Tesco agrees that the risk of losing job affects job
security. In addition to, the employees of Tesco also agree that having a fixed income and
employment terms also highlights the security of the job. The results as mentioned above shows
that the risk of losing job affects the level of job security for the employees. Not only has that
having a secured job influences the employees to perform better, as they know that Tesco values
their contribution and effort. The belief of having a secured job and there is no risk of losing it,
encourages the employees to give their best for the organization. At the same, the risk of losing

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job has a negative impact of the employees that hampers their mindset and approach towards
their job roles and responsibilities.
Again, the study has indicated the fact that along with the risk of losing job, a fixed
income is also imperative for the employees of Tesco. This is because financial resources are
important to earn a livelihood thereby, maintaining the living standard. Having a fixed income
provides psychological satisfaction to the employees that help them to perform better.
Consequently, all the employees show higher level of dedication and engagement towards their
job roles. Therefore, it can be said that fixed income ensures job security for the employees of
Tesco. Nevertheless, according to the findings, fixed employment term also highlights job
security. Though fixed employment term gives job security for specific period, the employees
feel highly secured for that span of time. This implies that during the employment period those
employees have secured job regardless of the situation. When a majority of the selected
employees remains positive, on the contrary, very few employees at Tesco had a different view
regarding the factors that ensures job security.

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Pay and promotion
Figure 5: Pay and promotion
Being recognized for the hard work and the effort the employees put in financially have
an impeccable impact on the employees. Out of the various factors that affects pay and
promotion, the researcher considers promotion, incentives, promotion and appraisal for the
female employees of Tesco. The female employees of Tesco agree that incentives, promotion
and appraisal help in highlighting effective acknowledgement structure of the company. The
results as mentioned above have shown the incentives that Tesco follow is one of the most
important factors that affect pay and promotion. Tesco provides incentives based on the
performance of the employees. Thus, the employees feel highly satisfied if they are
acknowledged for their hard work and effort for the betterment of the organization. Performance
based incentives provides an opportunity for the business organization to identify and recognize

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the effort and hard work of the employees. As a result, Tesco is able to determine the level of
dedication and enthusiasm the employees have towards their job roles and responsibilities. In
addition to, being paid for the effort of their effort motivates the employees thereby, encouraging
them to perform even better.
Again, the study has indicated the fact that along with incentives, promotion is also
imperative for the employees of Tesco. This is because giving additional responsibilities to the
employees makes the employees feel valued, worthy and important for the company. The
employees feel that the company believes in them and have given them additional
responsibilities, as they have the ability to fulfill the responsibilities efficiently. Thus, promoting
the employees of Tesco based on their performance encourages them to take responsibility and
ensure completion of the responsibility successfully by overcoming the challenges and barriers.
Nevertheless, according to the above findings, appraising the hard and effort of the
employees of Tesco also determines the pay and promotion followed by the company. The
contribution of each employee results in the success of the company. Thus, appraising little
efforts of the existing employees helps in better performance of the employees. However, when
the majority of the female employees remain positive, very few employees have different point
of view and considers other factors essential for pay and promotion followed by Tesco.

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Relationship with co-workers
Figure 6: Relationship with co-workers
With time, the work place becomes another family for the employees. Out the various
factors, the researcher has considered the factors such as mutual respect, effective
communication and trust that affect the relationship with the co-workers. The female employees
of Tesco agree that mutual respect, trust and effective communication affects their relationship
with the fellow colleagues. The results mentioned above have shown that mutual respect for the
co-workers highly determines the relationship status among the employees. Diversified
workforce forms a workplace that consists of employees from different background, beliefs,
habits and cultures. The distinctive nature of the employees gives rise of different viewpoints and
perspectives in the employees in terms of completing a particular task or handling challenges.
Thus, it is important for the employees to respect the different viewpoints and perspectives of the

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fellow colleagues. Mutual respect for the colleagues highly influences the relationship with the
co-workers, as this helps in establishing friendship among the employees of Tesco.
Again, the study has indicated the fact that along with mutual respect, effective
communication with the fellow colleagues influences the relationship with co-workers. This is
because effective communication provides an opportunity or the employees of Tesco to ensure
clear flow of information. As a result, all the employees of Tesco are aware of the status of work
in the floor thereby, avoiding repetitive work and conflicts among the employees in terms of job
roles and responsibilities. In addition to, effective communication also helps in sharing strengths
and weakness of the employees thereby, allowing them to help each other and facilitate healthy
relationship with the co-workers.
Nevertheless, according to the above findings, trust is also important in the relationship
with the co-workers. It is the fact that in Tesco, trust among the employees has led to friendly
relationship with the co-workers. Trusting the fellow colleagues provides an opportunity for the
female employees of Tesco to support and help each other by overcoming the weakness as well
as helping the co-workers with individual strengths. When a majority of the female employees of
Tesco has remained positive, very few employees at Tesco beg to differ that mutual respect, trust
and effective communication has an impact on the relationship with the co-workers.

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Flexibility
Figure 7: Flexibility
The researcher has considered workplace, work time and flexibility as the major factors
that affect flexibility at workplace. The female employees of Tesco have agreed that workplace,
work time and wage flexibility help in determining the effectiveness of the company flexibility.
The results as mentioned above have shown that work place flexibility provides an opportunity
for the employees to decide the place they want to work from during their shifts. The ability to
select the place to work provides a mental satisfaction for the employees, as they can work
according to their convenience. This helps in creating a sense of responsibility in the employees,
as they know that it is their responsibility to complete the work assigned to the. Giving the
female employees the option to select the time and place to work improves the performance of

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the employees. Considering the personal life of the female employees, allowing them workplace
flexibility is a better option in order to ensure employee effectiveness.
Again, the study has indicated the fact that along with work place and work time
flexibility, the opportunity to negotiate their wage also affects flexibility in the employees. This
allows the employees to negotiate their salaries in accordance with their job roles and
responsibilities. When a majority of the female employees supports the influence of flexibility,
on the contrary, few employees have different viewpoint and considers the impact ineffective.

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Perceived organizational support
Figure 8: Perceived organizational support
The researcher has considered self-development, support, training, and development in
order to determine the effectiveness of perceived organizational value. The female employees of
Tesco agrees that the factors self-development, support, training and development are important
is ensuring the effectiveness of the perceived organizational support. The results as mentioned
above have shown that training and development provided by the organizations highlights the
perceived organizational support towards the employees. At the initial stage, the employees feel
new to the company, as the way of working in a particular company differs from that of the
others. Therefore, adequate training and development from the organizations provides an
opportunity for the employees to rediscover and develop them in accordance with the
requirement of the particular business organization. With adequate training and development

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session, the employees are able ensure self-development that highlights better organizational
performance.
Again, the study has indicated the fact that along with training and development, support
from the respective managers and supervisors also highlights the perceived organizational
support. Support from the in-line manager or supervisor provides a continuous guidance that the
employees use for improving their skill sets. However, very few employees have a different
opinion in terms of the impact of training, development and support in determining the
effectiveness of perceived organizational value when a majority of the female employees of
Tesco reflects a positive review.

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Organizational performance
Figure 9: Factors affecting organizational performance
Out of the different factors, the researcher has selected employee achievement, employee
engagement, the ability to manage risks, support from the stakeholder’s, effective leadership,
creativity and innovations in achieving effective organizational performance. The female
employees of Tesco agrees to the fact that that employee achievement, employee engagement,

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the ability to manage risks, support from the stakeholder’s, effective leadership, creativity and
innovations in achieving effective organizational performance. The results as mentioned above
have shown that the achievement and engagement of the employees factors that influence the
performance of the employees. This is because higher level of employee engagement highlights
increased dedication and concentration of the employees towards their job roles and
responsibilities. As the employees give their best towards their job roles and responsibilities, the
employees are able to achieve their best thereby, improving the organizational performance.
Again, the study has indicated the fact that along with employee achievement and
engagement, the ability of the business organizations to manage risks with adequate support from
the stakeholder also determines the organizational performance. It is important for the business
organizations to be prepared to handle any emergency effectively Thus, the ability to manage
risk determines the performance of the organization, as the organization is able to withstand any
situation. In addition to, the support from the stakeholders acts as an added advantage for the
business organizations, as they are able to uplift the performance by using adequate ad available
resources.
Nevertheless, according to above findings, it can be said effective leadership determines
the organizational performance. This is because a leader shows a vision to the employees along
with guiding them for achieving the vision successfully. As a result, the organization stands out
from the crowd, as effective leadership allows the employees achieve the vision being creative
an innovative. The creativity and innovation showed by the employees in achieving the vision
determines the organizational performance. While majority of the employees of Tesco shared a
positive opinion regarding the factors, very few of the employees had different opinion in this
respect.

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Impact of job satisfaction on organizational performance
Agree Disagree Neutral Strongly
Agree Strongly
Disagree
0
10
20
30
40
50
60
70
80
90
63
13 15
90
19
Impact of employee job satisfaction
on organizational performance
Figure 10: Job satisfaction on organizational performance
The results mentioned above highlights that the female employees of Tesco agree that
employee job satisfaction highly influences the performance of the employees. Employees are
the key resources that represent the company in front of the target market. Thus, it is crucial for
the business organizations to develop a highly satisfied workforce. This is because satisfied work
forces are the most productive work forces as the employees give their best towards their job
roles and responsibilities. In addition to, as the employees are highly satisfied, they have the
ability to complete the tasks given to them within time with effective results. It can also be said
that the level of satisfaction highlight psychological peace for the employees. As the employees
are psychologically satisfied, they put in extra effort towards their job roles and responsibilities.
Moreover, the employees even take initiatives that promote creativity and innovations thereby,
improving the performance of the employees. Therefore, it can be said that the level of employee
job satisfaction determines the performance of the employees. When a majority of the female

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employees of Tesco shared positive view regarding the impact of employee satisfaction on
organizational performance, very few employees had different opinion in this respect.

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4.2 Inferential analysis
4.2.1 Correlation analysis
Correlation is a statistical technique that shows how strongly the pairs of the variables are
related to each other. The range between -1 to +1 highlights the values of correlation between the
variables. The correlation value from 0 to -1 highlights negative association between the
variables whereas correlation values from 0 to +1 highlights positive association between the
variables. The value 0 signifies no association between the two variables. Very strong
association between the two variables is highlighted if the correlation value is higher than 0.7.
Thus, correlation test is done by the researcher in order to determine whether the factors are
taken have association with the level of employee job satisfaction.
According to the given table below, the correlation value between working environment
and employee job satisfaction is 0.745 thereby, signifying strong association between each other.
Thus, it can be interpreted that working environment affects the level of employee satisfaction in
their job. The correlation value between job security and job satisfaction of the employees is
0.766 thereby, highlighting the strong association between the two variables, as the value is
above 0.7. Thus, it can be said, the secured job influences the level of employee job satisfaction.

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Factors Correlation(job satisfaction)
Working environment 0.745041005
Job security 0.76571476
Pay and promotion 0.808655799
Relationship with coworkers 0.748515203
Flexibility 0.802998731
Perceived organizational support 0.720526406
Table 2: Correlation values
The correlation value between pay, promotion, and employee job satisfaction is 0.809
thereby, signifying a strong association between the two variables. This correlation can be
interpreted stating that pay and promotion highly influences the level of job satisfaction for the
employees. In addition to, the correlation value between flexibility and job satisfaction is also
0.801 signifying strong association with each other. Thus, the employees are highly satisfied if
they are allowed to work according to their convenience.
The correlation value between job satisfaction and relationship with co-workers is 0.749
and perceived organizational support and job satisfaction is 0.721 respectively thereby,
signifying strong association between the variables. Thus, both the factors effect employee job
satisfaction.
4.2.2 Hypothesis 1
Factors affecting job satisfaction versus level of job satisfaction
In a statistical test, the null hypothesis signifies there is no significant difference between
the two variables taken for the research. If the P – value is less than 0.05, then the null hypothesis
is rejected whereas if the P – value is more than 0.05 then the null hypothesis is accepted. The
value of the P – value is determined by 95% confidence level.

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According to the table given below, it can be seen that the P value for hypothesis 1A is
0.166. Thus, it can be said that the P value for this null hypothesis is above 0.05. As a result, in
this case, null hypothesis is accepted. Thus, it can be said that working environment does not
influence the employee job satisfaction level in Tesco.
According to the table given below, it can be seen that the P value for hypothesis 1B is
0.325. Thus, it can be said that the P value for this null hypothesis is above 0.05. As a result, in
this case, null hypothesis is accepted. Thus, it can be said that job security does not influence the
employee job satisfaction level in Tesco.
According to the table given below, it can be seen that the P value for hypothesis 1C is
0.000. Thus, it can be said that the P value for this null hypothesis is below 0.05. As a result, in
this case, null hypothesis is rejected. Thus, it can be said that pay and promotion highly
influences the employee job satisfaction level in Tesco.
Null Hypotheses
P value
Status
(95%
confidenc
e level)
The working environment in Tesco does not influence the
level of employee job satisfaction 0.166062174 Accepted
The job security in Tesco does not influence the level of
employee job satisfaction 0.324593548 Accepted
Pay and promotion in Tesco does not influence the level of
employee job satisfaction 0.000275892 Rejected
Relationship with co-workers in Tesco does not influence the
level of employee job satisfaction
0.762597839 Accepted
Flexibility in Tesco does not influence the level of employee
job satisfaction 0.003089112 Rejected
Perceived organizational support does not influence the level
of employee job satisfaction 0.393367448 Accepted

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Table 3: Testing null hypotheses impact of factors on job satisfaction
According to the table given above, it can be seen that the P value for hypothesis 1D is
0.763. Thus, it can be said that the P value for this null hypothesis is above 0.05. As a result, in
this case, null hypothesis is accepted. Thus, it can be said that relationship with co-workers does
not influence the employee job satisfaction level in Tesco.
According to the table given above, it can be seen that the P value for hypothesis 1E is
0.003. Thus, it can be said that the P value for this null hypothesis is below 0.05. As a result, in
this case, null hypothesis is rejected. Thus, it can be said that flexibility highly influences the
employee job satisfaction level in Tesco.
According to the table given above, it can be seen that the P value for hypothesis 1F is
0.393. Thus, it can be said that the P value for this null hypothesis is above 0.05. As a result, in
this case, null hypothesis is accepted. Thus, it can be said that perceived organizational support
does not influence the employee job satisfaction level in Tesco.
Thus, it can be interpreted that pay, promotion and flexibility highly influences the level
of job satisfaction for the female employees of Tesco. This is because pay and promotion makes
the female employees of Tesco feel valued for their hard work and effort they put in towards the
company. In addition to, considering the personal life of the female employees, providing them
to work according to their convenience in terms of place, time and wage influences their level of
job satisfaction.
4.2.3 Hypothesis 2
Job satisfaction versus organizational performance

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In a statistical test, the null hypothesis signifies there is no significant difference between
the two variables taken for the research. If the P – value is less than 0.05, then the null hypothesis
is rejected whereas if the P – value is more than 0.05 then the null hypothesis is accepted. The
value of the P – value is determined by 95% confidence level.
Null Hypothesis P value Status (95%
confidence level)
Job satisfaction has no impact on the organizational
performance 0.000 Rejected
Table 4: Testing null hypothesis on impact of job satisfaction on organizational
performance
According to the given table, it can be said that the P value of hypothesis 2 is 0.000
highlighting that the P value is less than 0.05 thereby, rejecting the null hypothesis. Thus, it can
be job satisfaction has no impact on the organizational performance. Employees are the
backbone of the business organizations. This is because improved organizational performance
highlights the effort and hard work of the employees towards their job roles and responsibilities.
Thus, it is important for the business organizations to ensure job satisfaction for the employees,
as a satisfied work force is the most productive workforce thereby, improving the performance of
the organizations. In addition to, higher level of employee job satisfaction results in improved
employee dedication and engagement due to which the employees inputs extra effort and take
initiatives for betterment of the organization.
4.3 Summary
This, in this chapter, it can be concluded from the descriptive analysis and the inferential
analysis that job satisfaction has an impact on the organizational performance. The researcher
has also analyzed the impact of the factors that helps in ensuring job satisfaction in the

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employees. Out of the various factors taken, it has been seen that pay, promotion and flexibility
have very strong correlation value with job satisfaction, as the correlation values for both the
factors were above 0.7. In addition to, the P value of the null hypothesis 2 was less than 0.05
thereby, highlighting that job satisfaction of the employees have no impact of the organizational
performance.

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Chapter 5: Conclusion and recommendations
5.0 Conclusion
In this research, it can be concluded that job satisfaction has an impact on the
organizational performance. Employees are the backbone of the business organizations that
determines the success of the company and represent it in the market. Satisfied employees uplift
the organizational performance, as they show higher level of engagement, positivity and
dedication towards their job roles and responsibilities. The main issue identified for the
employees of Tesco was lack of job satisfaction thereby, hampering the organizational
performance. The researcher has discussed the potential factors that influence the level of job
satisfaction thereby, investigating its impact on the organizational performance. Conducting the
research provided an opportunity for the researcher to determine the factors that influence job
satisfaction for the female employees of Tesco thereby, improving the organizational
performance.
The data analysis also accepted the null hypothesis that stated job satisfaction has a
significant impact on the organizational performance. Thus, it can be said that the business
organizations need to identify the factors that results in employee job satisfaction. In the case of
this research, the management of Tesco needs to identify the factors that satisfy the female
employees and implement them for improving the organizational performance. Out the different
factors, it has been identified that pay, promotion and flexibility are the main factors that
influences job satisfaction of the female employees of Tesco thereby, having an impact on the
performance of the organization.

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5.1 Linking with objectives
Objective 1: To understand the concept of job satisfaction and organizational performance
The literature review highlights the concept of job satisfaction and organizational
performance. The information gathered in the section 2.2 and 2.6 defined employee job
satisfaction and organizational performance. In addition, in the descriptive and inferential data
analysis, the factors of employee job satisfaction are highlighted along with analyzing its
effectiveness on the organizational performance of Tesco. From the literature review and the data
analysis, it can be said that employee job satisfaction has an impact on the organizational
performance thereby, improving the current operational and working standard of Tesco.
Objective 2: To identify the factors of job satisfaction and organizational performance for
Tesco
This objective is linked with the literature review and the data analysis in order to justify
the potential research gap and determine the barriers. The literature review section 2.3 and 2.7
identifies the various factors that influence job satisfaction and organizational performance. It
can be said that identifying the factors of employee satisfaction and implementing the results in
improving the organizational performance. In addition to, it is necessary to correlate the
employee job satisfaction with the factors that influence organizational performance in order to
ensure success. In addition to, the data analysis section, descriptive analysis and inferential
analysis also identifies the factors of employee satisfaction and organizational performance in
respect to the female employees of Tesco.
Objective 3: To access the association between job satisfaction and organizational
performance for Tesco

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This objective is linked with 2.8 in the literature review that states a positive association
between employee job satisfaction and organizational performance. The data from this section of
the literature review highlights that satisfied employees are the most productive ones thereby,
increasing the organizational output and revenue. This is because the satisfied employees give
their best towards the job roles and responsibilities and completes them responsibly thereby,
affecting the performance of the organization. In addition to, the descriptive data analysis
highlights that the female of Tesco thinks job satisfaction has an impact on the organizational
performance. Also, the inferential analysis also accepts the alternate hypothesis thereby, proving
the job satisfaction has an impact on organizational performance.
Objective 4: To provide suitable recommendations for improving job satisfaction in Tesco
This objective is linked with literature review and the data analysis. The potential gap has
been identified in the literature review stating that Tesco has been unable to ensure job
satisfaction for the employees that has hampered the performance of the organization. Lack of
satisfaction among the female employees of Tesco needs to be mitigated in order to uplift the
performance of the organization.
5.2 Recommendations
Based on the identified gap, the suitable recommendations are:
Effective implementation of pay and promotion: It is essential for Tesco to provide incentives
and appraisal to the female employees in a short-term basis so that they feel satisfied and work
towards improving the organizational performance. This is because out of the various factors that
promote employee job satisfaction, it has been seen that the female employees of Tesco are
satisfied if they are paid and promoted appropriately.

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Allowing work flexibility: It is essential for Tesco to allow the female employees to work
according to their convenience in terms of work place, work time and wage. This will help in
ensuring better employee satisfaction, as the female employees have to manage both personal
and professional life simultaneously. Thus, flexibility at work will work as an additional support
for the employees.
5.3 Future scope of the study
Based on the current study, it can be said that the research focuses on the female
employees aged between 27-31 years with monthly income ranging £26,000-£30,000. Thus, in
the future, research can be conducted focusing on the male employees of different age groups. In
addition to, other factors of employee satisfaction can also be considered in order to determine
the impact on organizational performance.

62DISSERTATION
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Appendices
Appendix 1
Survey questionnaire
Demographic questions
What is your gender specification?
Male
Female
Which age group do you belong to?
18-22 years
23-26 years
27-31 years
32 years and above
What is your monthly income?
£18,000-£22,000
£23,000-£25,000
£26,000-£30,000
£31,000 and above

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Independent variable
Objective questions on factors of job satisfaction
Working
environment
Questions SA A N D SD
WPV Does the positive values of the working
environment affect your job satisfaction
WPA Does the productive atmosphere of the
working environment influenced your job
satisfaction
WC Does commitment of the working
environment affect your job satisfaction
Job security Questions SA A N D SD
JR Does the risk of losing job affects your job
satisfaction
JFI Does fixed income influences your level of
job satisfaction
JFE Does fixed employment term affects your
job satisfaction

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Pay and
promotion
Questions SA A N D SD
PI Does incentives influences your level of job
satisfaction
PP Does promotion affects job satisfaction in
you
PA Does appraising your effort and hard work
facilitates your job satisfaction
Relationship
with
coworkers
Questions SA A N D SD
RMR Does mutual respect with your coworkers
affects your job satisfaction
RC Does effective communication with your
colleagues influences your job satisfaction
level
RT Does the level of trust with the coworkers
affects your job satisfaction
Flexibility Questions SA A N D SD
FWT Does work time flexibility affect your level

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of job satisfaction
FWP Does work place flexibility influences your
job satisfaction
FW Does wage flexibility influences your job
satisfaction level
Perceived
organizational
support
Questions SA A N D SD
PSDS Does self development session improve
your level of job satisfaction
PTD Does training and development influences
job satisfaction
PSM Does support from managers affects your
job satisfaction level
Dependent variable
Objective question for organizational performance
Employee
satisfaction
Questions SA A N D SD
EA Does employee achievement determines

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organizational performance
Employee
engagement
Questions SA A N D SD
ED Does the dedication of the employees
affects the performance of the organization
Risk
management
capabilities
Questions SA A N D SD
RMR Does the ability to manage risks affects the
organizational performance
Involvement of
stakeholders
Questions SA A N D SD
IS Does support of the stakeholders affects
the organizational performance
Organizationa
l values and
cultures
Questions SA A N D SD

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OL Does effective leadership influences the
performance level of the organization
Creativity and
innovations
Questions SA A N D SD
CR Does resources promotes creativity and
influence the performance of the
organization
Questions SA A N D SD
Job satisfaction Does employee job satisfaction affects the
organizational performance

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Appendix 2
Factors influencing job satisfaction
Working
environm
ent
Job
secur
ity
Pay and
promoti
on
Relationship
with
coworkers
Flexi
bility
Perceived
organizational
support
Job
satisfa
ction
Working
environment 1
Job security
0.788192
386 1
Pay and
promotion
0.819656
086
0.845
7879
77 1
Relationship
with
coworkers
0.825652
67
0.839
2836
85
0.82441
7836 1
Flexibility
0.803187
884
0.850
4982
15
0.85693
3663
0.84114152
4 1
Perceived
organizational
support
0.734253
123
0.778
7643
54
0.78025
7099
0.75028421
5
0.817
0896
3 1
Job
satisfaction
0.745041
005
0.765
7147
6
0.80865
5799
0.74851520
3
0.802
9987
31 0.720526406 1

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Appendix 3
Regression statistics output
Regression Statistics
Multiple R 0.841942147
R Square 0.708866579
Adjusted R Square 0.6998158
Standard Error 0.703059927
Observations 200
ANOVA
df SS MS F
Significance
F
Regression 6
232.281400
8
38.7135667
9
78.3210492
7 0.0000
Residual 193
95.3985992
4 0.49429326
Total 199 327.68
Coefficients
Standard
Error t Stat P-value
Intercept
-
0.228484003 0.126706818 -1.80324948
0.07290876
4
Working environment 0.140717649 0.101219434
1.39022362
3
0.16606217
4
Job security 0.100193846 0.101453627
0.98758268
7
0.32459354
8
Pay and promotion 0.374959145 0.101201033
3.70509205
1
0.00027589
2
Relationship with coworkers 0.031389488 0.103767419
0.30249849
7
0.76259783
9
Flexibility 0.305566557 0.101972765 2.99655066
0.00308911
2
Perceived organizational
support 0.0693246 0.081039548
0.85544158
9
0.39336744
8

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Appendix 4
Regression statistics output
Regression Statistics
Multiple R 0.847504581
R Square 0.718264014
Adjusted R Square 0.716841105
Standard Error 0.577668264
Observations 200
ANOVA
df SS MS F
Significance
F
Regression 1
168.447276
6
168.447276
6
504.785621
9 0.0000
Residual 198
66.0727233
9
0.33370062
3
Total 199 234.52
Coefficients
Standard
Error t Stat P-value
Intercept 0.85736084 0.076854188
11.1556814
6
9.74059E-
23
Job satisfaction 0.71697998 0.031911965 22.4674347
2.28276E-
56