EMPLOYEES JOB SATISFACTION IN GRAMEENPHONE LIMITED, BANGLADESH.

By

Abu Bakkar Siddique Hasan ID: 0821214

An Internship Report Presented in Partial Fulfillment Of the Requirements for the Degree Bachelor of Business Administration

INDEPENDENT UNIVERSITY, BANGLADESH September 2012

EMPLOYEES JOB SATISFACTION IN GRAMEENPHONE LIMITED, BANGLADESH.

By

Abu Bakkar Siddique Hasan ID: 0821214

Has been approved September 2012

Md. Muzahid Akbar Senior Lecturer School of Business Independent University, Bangladesh

Letter of Transmittal

13th September, 2012 Muzahid Akbar Academic Supervisor School of Business Independent University, Bangladesh. Subject: Submission of internship report on - Employees Job Satisfaction in Grameenphone Limited, Bangladesh. Dear Sir, With due respect, as a student of Independent University, Bangladesh, I have prepared my internship report on Employees Job Satisfaction in Grameenphone Limited, Bangladesh I have tried my level best to follow your guidelines in every aspect of planning of this report. I have also collected what I believe to be the most important information to make this report specific and accurate as possible. I am honestly thankful for your guidance during the preparation of this draft of the report. I hope you will appreciate my effort. I have done the study in a complete form and I have tried my level best to conduct this in a professional manner. It is true that, it could have been done in a better way if there were no limitations. I hope you will assess my report considering the limitations of the study.

Yours sincerely, Abu Bakkar Siddique Hasan ID: 0821214

Acknowledgement

First of all I would like to thank Almighty Allah who blessed me and made it possible for me to complete this internship report. I am also very grateful to my parents who supported me during the hard times I faced. I wish to express profound gratitude to my supervisor Md. Muzahid Akbar for his persistent guidance, keen interest and continuous encouragement. I am also thankful to all my teachers of Independent University, Bangladesh (IUB) who taught me and helped to apply the bookish knowledge into practical life. I am also extremely thankful to all the employees of Grameenphone Limited who made this report possible for me.

Executive Summary

Grameenphone Limited is the largest telecommunications service provider in Bangladesh received its operating license in November, 1996 and started its operations from March 26, 1997, the Independence Day of Bangladesh. Grameenphone Limited has many employees. Employees job satisfaction is a big factor for an organization. Employees overall job satisfaction raise several HRM practices. In this research the researcher take four independent variables (Job security, Compensation, Motivation and Promotion) and one dependent variable (Employees Job Satisfaction). Employee performance can be tested through a collection of HR practices. Therefore the researchers want to find out whether the most common HRM practices (Job security, Compensation, Motivation, and Promotion) have any relationship with employee work related attitudes (Job satisfaction), in the context of Grameenphone Limited. The study will be characterized as a co-relational study and descriptive research. The researchers will gather information from the employees of GP House (Corporate Finance and Treasury) who is currently appointed at Grameenphone Limited, Bangladesh and use structured questionnaire for collecting information. The question will be distributed via a convenience and the researcher will use probability sampling. This researcher used SPSS 12.0 because it is such a statistical data analysis tool that offers greater flexibility in data analysis and visualization. According to the correlation and regression analysis job security, compensation, motivation and promotion are positively related with employees job satisfaction.

TABLE OF CONTENTS

1.0 Introduction................................................................................................................................1 2.0 Statement of the Problem...................................................................................................1 3.0 Purpose of the Study......................................................................................................2 4.0 Literature Review...............................................................................................................2 4.1 Job Security...........................................................................................................................3 4.2 Compensation.......................................................................................................................3 4.3 Motivation.........................................................................................................................4 4.4 Promotion..............................................................................................................................5 4.5 Job Satisfaction.....................................................................................................................5 5.0 Conceptual framework.......6 5.1 Relationship between job security and job satisfaction.........................................................6 5.2 Relationship between compensation and job satisfaction......................................................7 5.3 Relationship between motivation and job satisfaction...........................................................8 5.4 Relationship between promotion and job satisfaction...........................................................9 6.0 Research Methodology............................................................................................................10 6.1 Research Design...................................................................................................................10 6.2 Sampling..............................................................................................................................11 6.3 Survey Instrument................11 6.4 Data Collection....................................................................................................................12

6.5 Data Analysis.......................................................................................................................12 7.0 Result Analysis........................................................................................................................13 7.1Reliability Coefficient &Descriptive Statistics.....................................................................13 7.2 Correlation Analysis........14 7.3 Standardized (entered) regression analysis..............................................15 7.4 Stepwise regression analysis................................................................16 8.0 Assessment of Hypotheses.......................................................................................................17 8.1 Hypothesis 1........................................................................................................................17 8.2 Hypothesis 2............................17 8.3 Hypothesis 3............................................................................................17 8.4 Hypothesis 4........................................................................................18 9.0 Recommendation.................................................................................................................18 References Appendixes Appendix-A Appendix-B

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Employees job satisfaction in Grameenphone Limited, Bangladesh

1.0 Introduction
Grameenphone is the biggest mobile telecommunications operator in Bangladesh. Grameenphone widely known as GP is also the most important telecommunications service provider in Bangladesh. Grameenphone Limited received a license for cellular phone operation in Bangladesh from the Ministry of Posts and Telecommunications on November 28, 1996. Grameenphone started operations on March 26, 1997, the Independence Day in Bangladesh. With more than 35 million subscribers as of October 2010, Grameenphone is the largest cellular operator and to cover most part of the country. It is a joint venture enterprise between Telenor and Grameen Telecom. Telenor is the largest telecommunications company in Norway, owns 55.80% shares of Grameenphone, Grameen Telecom owns 34.20% and the remaining 10% is General public & other institution. Hence, in this research, the researcher has to examine the HRM practices (Job security, Compensation, Motivation and Promotion) and employees workrelated attitude (Employee job satisfaction), in the context of Grameenphone Limited.

2.0 Statement of the Problem

The study found that, job security and compensation is connected with employee work related attitude to organization. In this period, job security and compensation is major concern for employees job satisfaction, especially during challenging economic time. Job satisfaction will be related with employees productivity. When employees suffer job security problem then there productivity will decrease. Recently, the top management of Grameenphone Limited has been taking a step which is not in favor for employees. HRD section always takes this opportunity to evaluate the performance of the employees. The employees of Grameenphone Limited have faced job security problem and they do not feeling safe in work place. It was revealed that employees work related attitude is related to organizations HRM practice. Employees are paid compensation in addition to wages and salaries. Compensation is linked to performance. Now the employees of Grameenphone Limited feel that, they are not getting properly and justifiably compensation for their effort. They also feel that, last few years increment and salary structure should be restructured. Compensation practice is one of human resources management practice which normally refers to pay, wage, salary and benefit etc. Many researchers argued that

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Employees job satisfaction in Grameenphone Limited, Bangladesh

incentive based compensation has a great effect on organizational performance (Gerhart and Milkovich, 1992; Milkovich and Boudreau, 1998). Motivated employees are more productive. But in Grameenphone limited employees motivation and also there trust level is not up to the mark. Employees are not getting enough reward for their work. Thats why employees are less motivated. The major factors of motivation are ones needs, rewards, wealth, determined goals, beliefs and dignity (Vroom, 1990). It was discovered that employees promotion are also connected with employee work related attitude. The employees of Grameenphone Limited are not satisfied with their promotion policy. They feel they are stuck in a same position for last few years. Promotion follows a defined set pattern which is outlined in the employment bond (Doeringer & Piore, 1971). It is generally thought that employees feel good about their jobs when they are using their skills and abilities and contributing to the organization. (Petrescu, and Simmons, 2008) found that several HRM practices raise employees overall job satisfaction. In this research, my focus would be Job satisfaction. Therefore the researchers want to find out whether the most common HRM practices (Job security, Compensation, Motivation, and Promotion) have any relationship with employee work related attitudes (Job satisfaction), in the context of Grameenphone Limited.

3.0 Purpose of the study

The purpose of this study is to find out a relationship between HRM practices (Job security, Compensation, Motivation, and Promotion) and employees workrelated attitude (Employee job satisfaction), in the context of Grameenphone Limited. It is very important for the HR of Grameenphone Limited to develop strong relationship with employee. Therefore the researcher purpose is to find out, is there any significant relationship between HRM practices and employee workrelated attitude, in the context of Grameenphone Limited.

4.0 Literature Review

This study focuses on the relative importance of job satisfaction factors and their impacts on the overall job satisfaction of GP House (Corporate Finance and Treasury) in Grameenphone Limited, Bangladesh. The result shows that Job security, Motivation, Compensation and Promotion are the most important factors contributing to job satisfaction.

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Employees job satisfaction in Grameenphone Limited, Bangladesh

4.1 Job security

Job security is the most important part of employees job satisfaction now a day. Job security h as a positive effect on organizational commitment and employee performance. According to Herzberg (1968), job security is the area to which organization provides constant services for its employees. Job security has been conceptualized as the amount to which and worker could wait for to stay in the job for over a total period of time (Delery & Doty, 1996). Abegglen (1958) argued that there is a high level of loyalty if there is job security. Many researchers said that job insecurity decreases the employee performance (Bolt, 1983; Rosow and Zager, 1985). Fey et al. (1999) argue that if the companies provide the job security to the employees, it motivates the employee to become more dedicated with his job. If any companies shows with his work and attitude that, the employee is no more wanted in this organization then there is no dedication, no dependability and no extra work will be performed by the employee. Delery and Doty (1996) there is positive relation among job security and firm performance when they conducted the study of banking sector. They also stated that if there is job security it sends a message to the employees that organization is committed with its employees. Delery and Doty (1996) also argued that the return on assets also increases when there is employment security of the loan officer.

4.2 Compensation
Compensation refers to pay, wage, salary and benefit etc. Compensation is connected to employees job satisfaction. Compensation leads to better motivation among employees. Compensation practice is one of the top human resources management practice. Incentive based compensation has a huge effect on organizational performance. Noon (2001) define compensation as payment for work, which can assume a number of different forms, including a basic wage or salary, additional cash payments, such as shift pay and overtime pay, and benefits in kind. Singh (2004) there are many technique with the help of which the firms can motivate their employees and achieve the specific goals and objectives of the firm. Best method is performance based compensation. Boggie (2005), imbalance in terms of lack of recognition and poor pay often contribute to a problem with employee retention. Chung (1977) also remarks that if incomes are not market related, this can lead to dissatisfaction and discontent. Ichniowski et al.

4
Employees job satisfaction in Grameenphone Limited, Bangladesh

(1997) stated that incentive pay packages very much affect the performance of workers collective with some other HR practices. If there is a right compensation policy in accordance with employee performance, the employees will make actual efforts to complete their everyday jobs (Wright et al, 2003). Concepts such as salary, wage or pay are occasionally used as more or less having the same significance as compensation (Erasmus et al., 2001).

4.3 Motivation
Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. The term motivation is derived from the Latin term movere, which means to move (Baron, Henley, McGibbon & McCarthy, 2002). Motivation features are recognized to intensively change whether or not individuals are pleased with their jobs. Motivation has reserved people in crises going throughout centuries; it has been the cause of increased standards of living, success, fortune, and satisfaction. According to many, including Todes et al. (1977), the role of motivation in the job atmosphere has huge importance. The major factors of motivation are ones needs, rewards, wealth, determined goals , values and dignity (Vroom, 1990). Porter and miles (1974) proved that the motivation increases working quality. In fact motivation is inside one more persons head and mind (Khadim et al). Watson (1994) business has come to realize that a motivated and satisfied workforce can deliver powerfully to the bottom line. Since employee performance is a joint function of ability and motivation, one of managements main tasks, therefore, is to motivate employees to perform to the best of their skill (Moorhead & Griffin, 1998). Employee motivation is a major issue for any organization. Managers have always tried to motivate their staff to perform tasks and duties to a high standard (Al-Alawi, 2005; Mullins, 1996, p. 520). For example, research suggests that as employees' income increases, money becomes less of a motivator. Also, as employees get older, interesting work becomes more of a motivator.

Getting employees to do their best work even in strenuous circumstances, is one of the employees most stable and greasy challenges and this can be made possible through motivating them.

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Employees job satisfaction in Grameenphone Limited, Bangladesh

4.4 Promotion practices

Promotion is a part of HRM practices in an organization. Promotion can create employee frustration. Promotion can be used as an incentive tool. The employees for meeting the organizational goals it is a way of reward thus it serves as a mean of synchronizing organizational goals with personal goals. It will be highly correlated with worker satisfaction if vacancies were filled with in the organization (Guest, 2002). If there is well established system of HR practices including merit based promotion in any organization have then the employee performance is increased (Park et al., 2003). Teseema and Soeters (2006) in his study argued that there is significantly positive correlation between perceived employee performance and promotion practices. However he used HR outcomes as mediating variable. Bashir and Khattak (2008) also said that there is significantly positive relation between promotion and employee performance.

4.5 Job satisfaction

Job satisfaction is one of the most researched areas of organizational behavior. Job satisfaction is the employees cognitive, emotional, and evaluative reactions on the way to their jobs (Greenberg & Baron, 1997; Robbins, 1998). In other words, it is the overall positive affect or feelings that individuals have toward their jobs (Arnold & Feldman, 1986). According to McCue and Gianakis (1997) the elements of job satisfaction includes the actual work and its outcomes, or the intrinsic job satisfaction; pay, benefits, and other rewards directly associated with doing the work, or the extrinsic job satisfaction; and the environment in which the work is done, including relation with coworkers organizational culture, the organizations policies and procedures, participation in decision making, involvement with the organization, and job status. Newstrom & Davis (2000) viewed job satisfaction as a set of favorable and unfavorable feelings or emotions with which employees view their work. Important aspects of job satisfaction may include- pay, ones supervisors, the nature of tasks performed, an employees co-workers or team, and the immediate working conditions (George & Jones, 1996; Smith, Roberts, & Hulin, 1976; Newstrom & Davis, 2000; Newstrom & Davis, 2000). According to Slocum &Woodman (1995) overall job satisfaction is a collection of numerous attitude toward various aspects of the job, represents a general attitude (Slocum &Woodman, 1995; George and Jones, 1996). Thus, when

6
Employees job satisfaction in Grameenphone Limited, Bangladesh

this attitude is positive, employees are said to be satisfied and dissatisfied exists when the attitude is negative (Moorhead & Griffin, 1989). The overall job satisfaction focuses on the general inner state of satisfaction or dissatisfaction within the entity. The feeling of overall satisfaction or dissatisfaction is a holistic feeling that is dependent on the strength and regularity of positive and negative experiences (Cherrington, 1994).

5.0 Conceptual Framework

In this paper, therefore aims to identify the relationship among the factors such as HRM practices and employee work -related attitude.

Conceptual Framework

Job security Compensation Motivation Promotion Independent variables Dependent variable Job satisfaction

Figure: Developed Conceptual Framework of Research Variables and their relationships.

5.1 Relationship between Job Security and Job Satisfaction

The telecom sector specifically created a competition by launching new and new products and services regularly to gain more market share. The employment patterns in the telecom sector changed rapidly and it became a high volatile market. Today, job security is perceived as an indispensable right of an employee which guarantees that the employee and his/her family will not be deprived of their income and maintains an honorable life. Thus, employees consider the

7
Employees job satisfaction in Grameenphone Limited, Bangladesh

condition of job security just at the beginning of their careers so as to feel confident about the future. Job security has been included as a fact of job satisfaction in numerous studies (Greenhalgh & Rosenblatt, 1984). According to Barnett and Brennan (1995) the perception of job security is strongly associated with job satisfaction or dissatisfaction. Supporting this statement Davy et al. (1997) presented a model that identified job security directly effects job satisfaction, organizational commitment, and job involvement. Lambert (1991) identified job security as an extrinsic comfort that has a positive relation with job satisfaction. According to Moorhead and Griffin (1989) employees are motivated or satisfied with their job by lots of different motivational tools including money, benefits, and also including other things like job security. Job security is one of the most significant variables of employee satisfaction which expresses the general attitude of the employee towards his/her job (Bakan and Buyukbee, 2004, p. 35). Job security plays an important role in both social and working life because it helps individuals do not worry about their future, contributes to maintaining labor peace, increasing organizations productivity and protecting social balance and values. Research Question 1 Is there any significant relationship between job security and employee job satisfaction, in the context of Grameenphone Limited? Hypothesis 1 There is a significant relationship between job security and employee job satisfaction, in context of Grameenphone Limited.

5.2 Relationship between compensation and job satisfaction

Compensation is one of the most important elements for employees job satisfaction. Determining job satisfaction there is no doubt financial rewards may play a very influential role. There are some empirical evidences that there is positive correlation between compensation and performance (Gneezy and Rustichini, 2000; Gardner et al., 2004). A statistically significant relationship between pay and rank of employees and their level of job satisfaction was recognized. There is a positive relation between firm performance and equity based compensation (Frye, 2004). Compensation plays a very important role to attract and retain the

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Employees job satisfaction in Grameenphone Limited, Bangladesh

skilled employees. Many researchers established a positive relation between compensation and employee performance (Marwat et al., 2009; Bashir and Khattak, 2008; Tessema and Soeters, 2006). Similarly, many researchers said that pay and benefits to be weakly connected with job satisfaction. Individuals view their compensation as an signal of their value to the organization. They compare their inputs to received outputs relevant to that of others (Nel et al., 2004). Compensation can have an influential effect in determining job satisfaction. Frye (2004) study the relationship among the compensation practices and job satisfaction and examined the positive relationship among them. Research Question 2 Is there any significant relationship between compensation and employee job satisfaction, in the context of Grameenphone Limited? Hypothesis 2 There is a significant relationship between compensation and employee job satisfaction, in context of Grameenphone Limited.

5.3 Relationship between Motivation and Job Satisfaction

The relationship between job satisfaction and motivation at work has been one of the widely researched areas in the field of management in relation to different professions, but in Bangladesh very few studies have explored this concept especially on telecom sectors employees. Compensate is also a powerful method to bring motivation, because persons can develop it to achieve their most wanted requirements. As a result, provide a reward that has a huge impact in establishing employees carefulness and loyalty. Since employee performance is a joint function of ability and motivation, one of managements primary tasks, therefore, is to motivate employees to perform to the best of their ability (Hulin and Smith, 1964; Moorhead & Griffin, 1998). Schultz and Schultz (1998) held the view that job satisfaction encompasses the positive and negative feelings and attitudes people hold about their jobs, and that these depend on many work-related characteristics, but also on personal characteristics, such as age, gender, health and social relationships. According to Cooke (1999) and Fisher (2005), currency is measured to be the wealth motivator for workers. Conversely revised have shown that pay does

9
Employees job satisfaction in Grameenphone Limited, Bangladesh

not seem to improve efficiency levels in the stretched term and money does not improve performance (Whitley, Pearson & Chatterjee , 2002). According to Sempane, Rieger & Roodt (2002), Job satisfaction relates to peoples own evaluation of their jobs against those issues that are important to them.Additionally, this knows how to decline employees attitude in which they may work simply in the attention of high pay. Such as one employee may be aggravated in his work to earn upper commission, whereas another employee may be more fascinated for its satisfaction or the surrounding environment solely (According to Syptak, Marsland, & Ulmer (1999), these factors can show the way to dissatisfaction condition they are not healthy managed, but they can not at all guide to positive feelings towards work. Absolutely not, the motivators, such as determined for development, accomplishment, appreciation and individual appearance, can create positive approach of job satisfaction. Research Question 3 Is there any significant relationship between motivation and employee job satisfaction, in the context of Grameenphone Limited? Hypothesis 3 There is a significant relationship between motivation and employee job satisfaction, in context of Grameenphone Limited.

5.4 Relationship between promotion and job satisfaction

Promotion can make a significant increase in the salary of an employee as well as in the span of authority and control. When an employee makes a shift in the upward direction in organizational chain of command and moves to a place of better accountability promotion is said to be happened (Dessler, 2008). It will help out the competitors to discover the most productive employees in the telecom sector at the same time the employees are being recognized by their own organization. The employees themselves feel to be an effective contributor and thus will be more satisfied with their job. Many researchers said that promotion is strongly related with employees satisfaction or dissatisfaction. In this highly competitive telecom sector, Promotion can help the competing forms to trace the most productive participant of one organization to be worth hiring for another organization and it will highly related with job satisfaction. Apart from

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Employees job satisfaction in Grameenphone Limited, Bangladesh

job satisfaction, the employee satisfaction is determined by satisfaction with promotion. When employees perceive that there are golden chances for promotion they feel satisfied for the respective place in the organization (De Souza, 2002). Research Question 4 Is there any significant relationship between promotion and employee job satisfaction, in the context of Grameenphone Limited? Hypothesis 4 There is a significant relationship between promotion and employee job satisfaction, in context of Grameenphone Limited.

6.0 Research Methodology 6.1 Research Design

The research questions and hypotheses clearly support this model. In this study, the researchers are going to investigate the relationship between HRM practices and employee workrelated attitude of Grameenphone Limited. When researchers investigates the effects of the measuring variables and analyses the relationships among the variables, the design is known as Corelational (Graziano & Raulin, 1997; Zikmud, 2000). That is why a Co-relational research design has been selected in order to find out the appropriate answers of the research questions and to test the hypotheses. The model also suggests this type of design. The present Descriptive research methodology uses a correlation study to establish the existence of relationships between the measured variables. In this research, the researchers intend to identify whether any

relationships exists between these measured variables or not. A Co- relational study provides a measure of the degree between two or more variables. Therefore, the present study will be characterized as a co-relational study. The researchers will gather information from the employees of GP House (Corporate Finance and Treasury) who is currently appointed at Grameenphone Limited, Bangladesh and use structured questionnaire for collecting information.

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Employees job satisfaction in Grameenphone Limited, Bangladesh

6.2 Sampling
The study will be conducted at GP House (Corporate Finance and Treasury) in Grameenphone Limited; Bangladesh .The research will be conducted only to the employees of GP House (Corporate Finance and Treasury) in Grameenphone Limited. Therefore, the question will be distributed via a convenience and the researcher will use probability sampling. The male frequency is 33 (70.21%) and female frequency is 14 (29.79%).The sample size was 47 in this case.

6.3 Survey Instrument

The researcher will use structured questionarries to collect data from the sample. The reason behind to use the structured questionnarries is its practicality and advantages over other survey instrument like observation, interview. Questionnaires are very cost effective. Through questionnaires responses are gathered in a standardized way, so questionnaires are very objective. Also it is less time consuming. For those benefits the researcher will use structured questionnaires for this research study. Hence the researcher will use same questionnaires for all samples. The survey questionnaire consists of two parts. The first part is about the demographic information of the respondents such as age, gender, educational background, and experience in existing organization. The second part is in regard to Job security, Compensation, Motivation, Promotion and Job satisfaction. As the researcher will use four independent variables and one dependent variable hence the questionnaires will have five different sections. Job security will be measured using 04 items (Questions 1-4) developed by Hellgren et al. (1999). Compensation will be measured using 04 items (Questions 5-8) developed by White & Ruh (1973), Hackman & Oldham (1976), and Uygur & Kilic (2009). Motivation will be measured using 08 items (Questions 9-16) developed by Blumberg et al. (2005). Promotion will be measured using 06 items (Questions 17-22) developed by Smith, Kendall, & Hulin(1989). Job satisfaction will be measured using 03 items (Questions 22-25) developed by Hackman and Oldhams (1975). The Cronbachs alpha for job security is .675. The Cronbachs alpha for compensation is.016. The Cronbachs alpha for motivation is .643. The Cronbachs alpha for promotion is .759 and based on five-point scale.

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Employees job satisfaction in Grameenphone Limited, Bangladesh

The Cronbachs alpha for job satisfaction is .746. Here alpha denotes reliability of questionnaire. The higher value of alpha is higher to represent the reliability of the questionnaire.

6.4 Data collection

The present research is a unique and new for GP House (Corporate Finance and Treasury) in Grameenphone Limited, Bangladesh. As a result, the researcher will require primary data to investigate the research questions and to collect data from the primary sources. The researcher will use questionnaire survey method. Questions measuring the factors on a Likert scale ranging from 1= strongly agree to 5 = strongly disagree. The secondary source was the research paper where the references were taken when executing the research.

6.5 Data analysis

The proposed study was a correlation study .As a result, after collecting the data the study used co- relational matrix to identify whether relationships exists between the measured variables or not. Beside this the researcher calculated the mean and standard deviation of the four independent variables, to identify the variables have most influence on job satisfaction or not. For this researcher used SPSS 12.0 because it is such a statistical data analysis tool that offers greater flexibility in data analysis and visualization.

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Employees job satisfaction in Grameenphone Limited, Bangladesh

7.0 Result Analysis 7.1 Reliability coefficient and descriptive statistics

Table: 1 Reliability Coefficient and Descriptive Statistics of Job security, Compensation, Motivation, and Promotion with Job satisfaction.

Variable

Number of Items

SD

Alpha

Job security

3.4362

.71754

.675

Compensation

3.2340

.57437

.016

Motivation Promotion Job satisfaction

8 6 3

3.8218 3.0390 3.7305

.42249 .74472 .78525

.643 .759 .746

Note: N=47 The means, standard deviations and coefficient alpha or Cronbachs alpha of all the constructs in the current study are displayed in Table: 1. Mean scores have been calculated by equally weighting. The mean scores of all the items based on five point scale, the mean score for job security is 3.4362 (SD = .71754and alpha =.675). The mean score for compensation is 3.2340 (SD = .57437and alpha =.016). The mean score for motivation is 3.8218 (SD = .42249 and alpha =.643). The mean score for promotion is 3.0390 (SD = .74472 and alpha = .759) and Based on five-point scale, the mean score for job satisfaction is 3.7305 (SD = .78525 and alpha = .746).Here standard deviation means how much the mean value deviates. As much as the lower

14
Employees job satisfaction in Grameenphone Limited, Bangladesh

value of the SD is better for the accurate value of mean. Here alpha denotes reliability of questionnaire. The higher value of alpha is higher to represent the reliability of the questionnaire.

7.2 Correlation analysis

A correlation analysis was conducted on all variables to explore the relationship between variables. Correlation is a vibrate measure of association or strength of the relationship between two variables. Table 2: Correlation Matrix for Job Security, Compensation, Motivation, Promotion and Job Satisfaction. Variables Job security Compensation Motivation Promotion Job satisfaction Job security _ Compensation Motivation .354* _ .255 .038 _ Promotion .481** .323* .381** _ Job satisfaction .631** .476** .428** .764** _

Note:* p< .05, **p<.01 The result and the summarization of correlation analysis for all variables are shown in the above table. It judges the correlations among job security, compensation, motivation, promotion, and job satisfaction in perspective of Grameenphone Limited.

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Employees job satisfaction in Grameenphone Limited, Bangladesh

In perspective of Grameenphone Limited, job security and job satisfaction (r=.631) are moderately related and their relationship is positive and statistically significant. Compensation and job satisfaction (r= .476) are moderately related and their relationship is positive and statistically significant. Motivation and job satisfaction (r= .428) are moderately related and their relationship is positive and statistically significant. Promotion and job satisfaction (r= .764) are very strongly correlated and their relationship is positive and statistically significant.

7.3 Standardized (entered) regression analysis

Table: 3 Standardized (entered) regression on Job Security, Compensation, Motivation, and Promotion with Job satisfaction. Independent Variable Job security Compensation Motivation Promotion .300 .288 .294 .531 .105 .121 .164 .104 .274 .210 .158 .504 .726 B Std. Error
2

Here Table 3 shows that at Grameenphone Limited. 4 predictors: job security, compensation, motivation and promotion were found to be statistically significantly related with job satisfaction. All the independent variables can explain 72.60 % variance of job satisfaction at Grameenphone Limited, Bangladesh.

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Employees job satisfaction in Grameenphone Limited, Bangladesh

7.4 Stepwise regression analysis

Table: 4 Stepwise Regression on promotion, job security and compensation with job satisfaction. Independent Variable Step 1 Promotion Step 2 Promotion Job security Step 3 Promotion Job security Compensation .591 .322 .261 .101 .107 .123 .561 .294 .191 .631 .375 .104 .107 .599 .343 .705 0.031 .805 .101 .764 .674 0.09 .584 B Std. Error
2

In first step, promotion is found to explain 58.4 % variation in job satisfaction at Grameenphone Limited. In the second step, promotion along with job security is found to explain 67.4 % variation in job satisfaction. Job security alone can explain only 9 % variation in job satisfaction. In the third step, promotion, job security along with compensation is found to explain 70.5 % variation in job satisfaction at Grameenphone Limited, Bangladesh. Compensation alone can explain only 3.1 % variation in job satisfaction. Thus, the Stepwise analysis contains only three predictor variables. The predictor variable motivation, which was not in Stepwise analysis as it did not significantly strengthen the model.

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Employees job satisfaction in Grameenphone Limited, Bangladesh

8.0 Assessment of Hypotheses

8.1 Hypothesis 1 There is a significant relationship between job security and employees job satisfaction, in context of Grameenphone Limited. The result of the correlation analysis signifies that the job security (r=.631) is having a moderate relationship with the Job satisfaction in perspective of Grameenphone limited, Bangladesh and their relation is statistically significant. In stepwise regression job security is found to explain 67.4 % variation in job satisfaction. Moreover, stepwise regression analysis shows that job security is significantly and positively related with employees job satisfaction. Therefore, both the analysis supports the hypothesis. 8.2 Hypothesis 2 There is a significant relationship between compensation and employees job satisfaction, in context of Grameenphone Limited. The result of the correlation analysis signifies that the compensation (r=.476) is having a moderate relationship with the Job satisfaction in perspective of Grameenphone limited, Bangladesh and their relation is statistically significant. In stepwise regression compensation is found to explain 70.5 % variation in job satisfaction. Moreover, stepwise regression analysis shows that compensation is significantly and positively related with employees job satisfaction. Therefore, both the analysis supports the hypothesis. 8.3 Hypothesis 3 There is a significant relationship between motivation and employees job satisfaction, in context of Grameenphone Limited. The result of the correlation analysis signifies that the motivation (r=.428) is having a moderate relationship with the Job satisfaction in perspective of Grameenphone limited, Bangladesh and their relation is statistically significant. Thus, the result of correlation analysis supports the hypothesis.

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Employees job satisfaction in Grameenphone Limited, Bangladesh

8.4 Hypothesis 4 There is a significant relationship between promotion and employees job satisfaction, in context of Grameenphone Limited. The result of the correlation analysis signifies that the promotion (r=.764) is having very strongly correlated with the Job satisfaction in perspective of Grameenphone limited, Bangladesh and their relation is statistically significant. In stepwise regression promotion is found to explain 58.4 % variation in job satisfaction. Moreover, stepwise regression analysis shows that promotion is significantly and positively related with employees job satisfaction. Therefore, both the analysis supports the hypothesis.

9.0 Recommendation
According to the correlation and regression analysis job security, compensation, motivation and promotion are positively related with employees job satisfaction. From the study it is being also observed that the job security, compensation and motivation are moderate relationship with employees job satisfaction and promotion is also strongly correlated with job satisfaction. Moreover employees job security, compensation and motivation is not up to the mark. So for this reason the higher authority should take an initiative to develop HR policies like improve yearly increment policy, salary structure, performance, and promotion policy which will help to recover employees job satisfaction.

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Appendix-A
Dear Sir/madam,

Research Questionnaire

Please carefully read each statement and give me an honest opinion about the mentioned questions. Please mark on tick your answer, which is the closest match to your thinking. I promise that your information will remain confidential and will only be used for as a source of my internship report. Demographic Information 1. Gender Male Female 2. Age 20-29 30-39 40-49 50-60 3. Marital status Single Married

4. Education level Graduate / BBA PhD Master / MBA others

5. Your work department Corporate Finance and Treasury 6. Your work position Executive Senior Executive Manager / Specialist Director DGM / Senior Specialist Others Other

GM / Chief Specialist 7. Your Work experience Half year 3-4 1 year

Deputy Director

1-2

More than 5 years

8. Your every day work hour 7hours 8hours 9hours More than 10 hours

Please mark on tick your answer

Job Security 1 = Strongly Disagree 2= Disagree 3=Indifferent 4=Agree 5=Strongly Agree

No 1 2 3 4

Statement I feel that the organization can provide me with stimulating job content in the near future. I feel uneasy about losing my job in the near future. My future career opportunities in the organization are favorable. I believe that the organization will need my competence also in the near future.

Compensation 1 = Strongly Disagree 2= Disagree 3=Indifferent 4=Agree 5=Strongly Agree

No 5 6 7 8

Statement I am generally satisfied with the amount of pay and fringe benefits I receive in this organization. I am paid fairly for what I contribute to this organization. I am paid less than others who are doing similar work. I will stay overtime to finish a task, even if I am not paid for it.

Motivation 1 = Strongly Disagree 2= Disagree 3=Indifferent 4=Agree 5=Strongly Agree

No 9 10 11 12 13 14 15 16

Statement I feel a sense of personal satisfaction when I do this job well My opinion of myself goes down when I do this job badly I prefer having someone set clear goals for me in my work I am strongly motivated by the rewards I can earn I am strongly motivated by the recognition I can earn from other people I try to think of ways of doing my job effectively What matters most to me is enjoying what I do It is important to me that my work is challenging and interesting

Promotion 1 = Strongly Disagree 2= Disagree 3=Indifferent 4=Agree 5=Strongly Agree

No 17 18 19 20 21 22

Statement Promotion rules very clear in Grameenphone Limited. Promotion depend on employees work performance Promotion depend just manager decision Every employee has opportunity to get promotion in Grameenphone Limited. Grameenphone Limited has perfect evaluation system Job performance evaluation done by my supervisor is fair and based on clear performance standard.

Job satisfaction 1 = Strongly Disagree 2= Disagree 3=Indifferent 4=Agree 5=Strongly Agree

No 23 24 25

Statement I am satisfied with my job currently My work environment is pleasant I am extremely glad that my chose this company to work for, over other organizations

Appendix-B

Descriptive of variables
Descriptive Statistics N Minimum 47 47 47 47 47 47 1.50 1.50 2.63 1.50 1.67 Maximum 4.75 4.25 4.50 4.50 5.00 Mean 3.4362 3.2340 3.8218 3.0390 3.7305 Std. Deviation .71754 .57437 .42249 .74472 .78525

job_sequrity compensation motivation promotion job_satisfaction Valid N (listwise)

Reliability of job security

Warnings The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis. Case Processing Summary N Cases Valid Excluded (a) Total 47 0 47 % 100.0 .0 100.0

a Listwise deletion based on all variables in the procedure. Reliability Statistics Cronbach's Alpha .675

N of Items 4 Item Statistics

q1 q2 q3 q4

Mean 3.32 3.72 3.15 3.55

Std. Deviation .911 .926 1.021 1.157

N 47 47 47 47

Item-Total Statistics Scale Variance if Item Deleted 5.076 6.978 4.594 3.897 Corrected Item-Total Correlation .568 .082 .594 .657 Cronbach's Alpha if Item Deleted .543 .809 .512 .449

q1 q2 q3 q4

Scale Mean if Item Deleted 10.43 10.02 10.60 10.19

Scale Statistics Mean 13.74 Variance 8.238 Std. Deviation 2.870 N of Items 4

Reliability of compensation
Warnings

The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis.

Case Processing Summary N Cases Valid Excluded (a) Total 47 0 % 100.0 .0

47 100.0 a Listwise deletion based on all variables in the procedure. Reliability Statistics Cronbach's Alpha .016

N of Items 4 Item Statistics

Mean q5 q6 q7 q8 3.32 3.30 2.38 3.94

Std. Deviation 1.181 1.082 1.278 1.009

N 47 47 47 47

Item-Total Statistics Scale Variance if Item Deleted 2.937 2.540 4.992 5.304 Corrected Item-Total Correlation .233 .455 -.236 -.225 Cronbach's Alpha if Item Deleted -.451(a) -.889(a) .423 .313

q5 q6 q7 q8

Scale Mean if Item Deleted 9.62 9.64 10.55 9.00

a The value is negative due to a negative average covariance among items. This violates reliability model assumptions. You may want to check item codings. Scale Statistics Mean 12.94 Variance 5.278 Std. Deviation 2.297 N of Items 4

Reliability of motivation
Warnings The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis. Case Processing Summary N Cases Valid Excluded (a) Total 47 0 47 % 100.0 .0 100.0

a Listwise deletion based on all variables in the procedure. Reliability Statistics Cronbach's Alpha .643

N of Items 8

Item Statistics Mean q9 q10 q11 q12 q13 q14 q15 q16 3.68 3.89 3.87 3.49 3.53 4.11 3.96 4.04 Std. Deviation .837 .729 .875 .906 .881 .634 .658 .751 N 47 47 47 47 47 47 47 47

Item-Total Statistics Scale Variance if Item Deleted 9.662 9.048 9.605 8.297 7.824 10.733 9.328 9.037 Corrected Item-Total Correlation .204 .420 .194 .442 .573 .070 .414 .404 Cronbach's Alpha if Item Deleted .648 .592 .653 .580 .538 .668 .596 .595

q9 q10 q11 q12 q13 q14 q15 q16

Scale Mean if Item Deleted 26.89 26.68 26.70 27.09 27.04 26.47 26.62 26.53

Scale Statistics Mean 30.57 Variance 11.424 Std. Deviation 3.380 N of Items 8

Reliability of promotion
Warnings

The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis.

Case Processing Summary N Cases Valid Excluded (a) Total 47 0 % 100.0 .0

47 100.0 a Listwise deletion based on all variables in the procedure. Reliability Statistics Cronbach's Alpha .759

N of Items 6 Item Statistics

Mean q17 q18 q19 q20 q21 q22 2.51 3.13 2.87 3.26 2.94 3.53

Std. Deviation 1.081 1.115 .924 1.188 1.241 1.060

N 47 47 47 47 47 47

Item-Total Statistics Scale Variance if Item Deleted 13.683 13.271 19.801 13.152 12.909 14.388 Corrected Item-Total Correlation .640 .671 -.084 .627 .619 .554 Cronbach's Alpha if Item Deleted .686 .676 .840 .687 .688 .710

q17 q18 q19 q20 q21 q22

Scale Mean if Item Deleted 15.72 15.11 15.36 14.98 15.30 14.70

Scale Statistics Mean 18.23 Variance 19.966 Std. Deviation 4.468 N of Items 6

Reliability of job satisfaction

Warnings The space saver method is used. That is, the covariance matrix is not calculated or used in the analysis. Case Processing Summary N Cases Valid Excluded (a) Total 47 0 % 100.0 .0

47 100.0 a Listwise deletion based on all variables in the procedure.

Reliability Statistics Cronbach's Alpha .746

N of Items 3 Item Statistics

Mean q23 q24 q25 3.60 3.77 3.83

Std. Deviation 1.035 .786 1.049

N 47 47 47

Item-Total Statistics Scale Variance if Item Deleted 2.333 3.641 2.366 Corrected Item-Total Correlation .678 .430 .645 Cronbach's Alpha if Item Deleted .527 .806 .572

q23 q24 q25

Scale Mean if Item Deleted 7.60 7.43 7.36

Scale Statistics Mean 11.19 Variance 5.549 Std. Deviation 2.356 N of Items 3

Correlations
Correlations compensat ion .354(*) .015 47 1 . 47 .038 .798 47 .323(*) .027 47 .476(**) .001 47 job_satisfacti on .631(**) .000 47 .476(**) .001 47 .428(**) .003 47 .764(**) .000 47 1 . 47

job_sequrity job_sequrity Pearson Correlation Sig. (2-tailed) N compensation Pearson Correlation Sig. (2-tailed) N motivation Pearson Correlation Sig. (2-tailed) N promotion Pearson Correlation Sig. (2-tailed) N job_satisfaction Pearson Correlation Sig. (2-tailed) N * Correlation is significant at the 0.05 level (2-tailed). ** Correlation is significant at the 0.01 level (2-tailed). Correlation Table 1 . 47 .354(*) .015 47 .255 .083 47 .481(**) .001 47 .631(**) .000 47

motivation .255 .083 47 .038 .798 47 1 . 47 .381(**) .008 47 .428(**) .003 47

promotion .481(**) .001 47 .323(*) .027 47 .381(**) .008 47 1 . 47 .764(**) .000 47

Regression of job satisfaction using enter method

Variables Entered/Removed(b) Variables Entered promotion, compensati on, motivation, job_sequrity (a) Variables Removed

Model 1

Method

Enter

a All requested variables entered. b Dependent Variable: job_satisfaction Model Summary Adjusted R Square .700 Std. Error of the Estimate .43036

Model 1

R .852(a)

R Square .726

a Predictors: (Constant), promotion, compensation, motivation, job_sequrity

ANOVA(b) Sum of Squares Regressio n Residual Total 20.585 7.779 28.364

Model 1

df 4 42 46

Mean Square 5.146 .185

F 27.787

Sig. .000(a)

a Predictors: (Constant), promotion, compensation, motivation, job_sequrity b Dependent Variable: job_satisfaction Coefficients(a) Unstandardized Coefficients Model 1 B (Constant) job_sequrit y compensati on motivation promotion -.969 .300 .288 .294 .531 Std. Error .676 .105 .121 .164 .104 .274 .210 .158 .504 Standardized Coefficients Beta t -1.432 2.867 2.375 1.790 5.084 Sig. .159 .006 .022 .081 .000

a Dependent Variable: job_satisfaction

Regression of job satisfaction using stepwise method

Variables Entered/Removed(a) Variables Entered Variables Removed

Model 1

Method Stepwise (Criteria: Probability -of-F-toenter <= .050, Probability -of-F-toremove >= .100).

promotion

2 Stepwise (Criteria: Probability -of-F-toenter <= .050, Probability -of-F-toremove >= .100).

job_sequrity

3 Stepwise (Criteria: Probability -of-F-toenter <= .050, Probability -of-F-toremove >= .100).

compensati on

a Dependent Variable: job_satisfaction

Model Summary

Model 1 2 3

R .764(a) .821(b)

R Square .584 .674

Adjusted R Square .574 .659

Std. Error of the Estimate .51232 .45842

.840(c) .705 .684 .44125 a Predictors: (Constant), promotion b Predictors: (Constant), promotion, job_sequrity c Predictors: (Constant), promotion, job_sequrity, compensation

ANOVA(d) Sum of Squares Regressio n Residual Total 2 Regressio n Residual Total 3 Regressio n Residual Total a b c d 16.553 11.811 28.364 19.118 9.246 28.364 19.992 8.372 28.364

Model 1

df 1 45 46 2 44 46 3 43 46

Mean Square 16.553 .262

F 63.063

Sig. .000(a)

9.559 .210

45.486

.000(b)

6.664 .195

34.227

.000(c)

Predictors: (Constant), promotion Predictors: (Constant), promotion, job_sequrity Predictors: (Constant), promotion, job_sequrity, compensation Dependent Variable: job_satisfaction

Coefficients(a) Unstandardized Coefficients Model 1 B (Constant) promotion 2 (Constant) promotion job_sequrit y (Constant) promotion 1.283 .805 .521 .631 .375 -.016 .591 Std. Error .317 .101 .358 .104 .107 .428 .101 .107 .123 .561 .294 .191 .764 .599 .343 Standardized Coefficients Beta t 4.044 7.941 1.458 6.100 3.494 -.038 5.829 3.019 2.119 Sig. .000 .000 .152 .000 .001 .970 .000 .004 .040

job_sequrit .322 y compensati .261 on a Dependent Variable: job_satisfaction

Excluded Variables(d) Collinearity Statistics Model 1 Beta In job_sequrit y compensati on motivation compensati on motivation motivation .343(a) .256(a) .160(a) .191(b) .133(b) t 3.494 2.687 1.567 2.119 1.436 Sig. .001 .010 .124 .040 .158 Partial Correlation .466 .375 .230 .308 .214 .266 Tolerance .769 .895 .855 .844 .848 .835

3 a b c d

.158(c) 1.790 .081 Predictors in the Model: (Constant), promotion Predictors in the Model: (Constant), promotion, job_sequrity Predictors in the Model: (Constant), promotion, job_sequrity, compensation Dependent Variable: job_satisfaction