Академический Документы
Профессиональный Документы
Культура Документы
AUTHORITY, PAKISTAN
Table of Contents
Chaptor 1
Introduction..................................................................................................................3
Chaptor 2
Review of Litrature......................................................................................................3
Chaptor 3
Research Methodolgy.................................................................................................9
References.................................................................................................................10
Appendix A.................................................................................................................11
Appendix B.................................................................................................................11
Appendix C.................................................................................................................11
Chapter 1 : Introduction
1.1
Introduction
This is a dissertation for the completion of MBA studies at the London metropolitan
University. The researcher has been an employee of National Database and
Registration Authority (NADRA) of Pakistan before coming to UK for postgraduate
studies. It was observed that most the employees were considering quitting and
adopting other professions and the management was not paying any attention to this
issue. Probably they did not have the understanding of the issue or an absence of
any comprehensive research to investigate the issue could have been a hindrance
towards the solution of the problem.
There
exists
perception
that
the
organisations
(especially
government
organisations) in Pakistan are not inclined towards the improvement of their systems
through research. The aim of this research is to study the problem of staff turnover in
a public organisation in a developing country i.e. National Database and Registration
Authority (NADRA) of Pakistan. It is felt that most of the literature written for
management is based on the research conducted in the organisations in the western
part of the world. This research intends to address the abovementioned issue on the
basis of the literature available and the analysis of the data collected in the light of
this literature. The history and organisational background of NADRA is given below.
1.2
History of NADRA
Citizens' Database for future planning, documentation of the economy for a cohesive
and unified approach in both registration and social field. The NDO was merged with
the Directorate General of Registration (DGR) on 10 th March, 2000 to form NADRA,
which is a self-regulating corporate entity with basic independence.
1.3
Organisational Context
The idea behind the formation NADRA was the issuance of state-of-the-art National
Identity Cards (NICs) to all eligible citizens of Pakistan so as to replace the old paper
infested system of national registration with a new, improved, and modernized
system for the citizens of country as well as to undertake the collection of
demographic and geographic data.
The
organisation
employs
more
than
seven
thousand
IT
professionals,
(www.nadra.gov.pk) of its 11,100 employees. It has more than 326 static and 103
mobile offices staffed by 17 to 36 people, across eight regions through out the
country (Oracle Case Study, 2006). In addition, it owns the largest information and
communications technology resources in Pakistan as well as the most modern
communication systems owned by any single Pakistani organization. According to
Chairman NADRA, Mr Saleem Ahmed Moeen, 67% costs of the organisation are
attributed to the HRM.
1.4
Being an employee of NADRA, the researcher observed that despite all the claims
and modern infrastructure, the turnover of the professional staff was very high. Even
those employees who have not quitted their job were considering alternatives.
As the researcher would be returning to NADRA after the completion of the studies,
therefore, this topic is deemed appropriate for research as it may provide appropriate
answers to one of the major problems faced by the organisation.
1.5
1.6
Research Questions
(b)
(c)
(d)
(e)
What are the steps/change in prevailing policies which can reduce the
turnover?
1.7
Structure of dissertation
This section covers the roadmap of this research. After the introductory Chapter 1, the
review of the literature explaining different concepts and approaches relevant to this
research is presented in Chapter 2. The methodology based on which this research is
undertaken is explained in Chapter 3, which would lead to the research findings in
Chapter 4. The research analyses based on these findings are presented in Chapter
5. Finally, Chapter 6 offers the conclusion, recommendations, limitations to this
research and the areas of further studies.
Chapter 2
Literature Review
Introduction
This chapter presents a review of appropriate literature which serves as the
foundation for the development of this research. Different concepts and approaches
are discussed in order to gain an understanding of the dynamics of the issue of staff
turnover in the context of this research. The effort is find the links between different
organisational factors such as employee turnover, motivation, job satisfaction etc.
Employee Turnover
This term is often utilized in efforts to measure relationships of employees in an
organisation as they leave regardless of reason. Price (1977) defined turnover as
The ration of the number of organisational member who have left during the
period being considered divided by the average number of people in that
organisation during the period (Price 1977, p. 15).
According to woods (1996),
Each time a position is vacated, either voluntarily or involuntarily, a new
employee must be hired and trained. This replacement cycle is known as
turnover (Woods, 1996. P. 345).
Shaw et al. (1998) termed employee turnover as a much studied phenomenon but
according to Lee and Mitchell (1994) the specific account of the reasons for
employees to choose to quit their organisations. The employee turnover process
cannot be understood by any standard framework as argued by Morell et al. (2004) but
it can be interpreted by factors like commitment (Meyer, 2001); labour market variables
(Kirschenbaum and Mano-Negrin, 1999); job satisfaction (Hom and Kinicki, 2001);
equity (Aquino et al., 1997); psychological contract (Morrison and Robinson, 1997) etc.
Avoidable Turnover
The measure of the degree to which decisions to quit are perceived as avoidable
by employees leaving the organisation is one way of establishing the amount of
control organisations have over turnover (Campion, 1991; Morrell et al., 2001).
According to Miller et al. (1997) this view of the employees may be erroneous for a
number of reasons and Maertz and Campion, (2001) consider this avoidability as
more multifarious than a simple dichotomy between turnover that could be avoided
or not. What may have been seen as unfair by other employees could be perceived
as cost ineffective or having other negative implications from the organisational point
of view. Job characteristics, employee relations, and work environment (e.g.
organizational tasks and reward systems) are key reasons which influence turnover
behaviors of employees (Szilagyi, 1979). These factors can be divided into two
types:-
(a) Controllable factors: the factors in this category are work environment, job
satisfaction pay, nature of work, supervision, organizational commitment (OC),
distributive justice, and procedure justice. and leadership style (Khatri et al.
2001)
Turnover intention
Intent to turnover represents the ultimate cognitive step in the decision making
process in which an employee actively considers quitting and searching for
alternative employment (Tett and Meyer, 1993). A workers intentions to leave an
organization include mere thoughts of quitting the organization (thinking of quitting),
and statements by the worker that he/she actually wants to leave the organization
(intent to leave). The actual behavior of the employee may be different from the
intention. However, behavioral intention to quit has been found to be a strong
predictor of personnel turnover across industries and theoretically is believed to be
an important antecedent to turnover (Gregory et al., 2007).
Job Satisfaction
Job satisfaction is an important variable, along with infrastructures and internal
relationships, which affects the quality of service rendered by the employees in an
organisation and it also helps in establishing its health as argued by Yousef (2000).
According to Locke (1976) job satisfaction is the pleasure an employee draw from
the job which effects ones emotional state positively whereas, Robbins and Judge
(2007) termed it as the positive feeling about ones job resulting from an evaluation
of its characteristics. Blum and Naylor, (1986) defined job satisfaction as general
attitude of the workers constituted by their approach towards the wages, working
conditions, control, promotion related with the job, social relations in the work,
recognition of talent and some similar variables, personal characteristics, and group
relations apart from the work life It represents an attitude rather than behaviour as
suggested by Greenberg and Baron (2008). Spector (1997) pointed out that job
satisfaction and job performance are related to each other but Euske et al. (1980)
argued that it is not necessary that high job satisfaction leads to high performance.
The fact that the relationship (between job satisfaction and turnover) is not
stronger does not suggest that satisfaction should not be measured. It does
suggest that measures of satisfaction must be combined with other measures
to effectively predict and understand turnover (Mobley, 1982:45).
Koh and Goh (1995) argued that the use of overall satisfaction do not depict the
fundamental impact of different job features on turnover.
10
Theories of Motivation
Before discussing any other aspect it is deemed appropriate to discuss different
theories of motivation. To answer the question that what motivates an individual there
are a number of theories explaining the nature of motivation according to Mullins
(2007) and the managers can make effective strategies if they have a better
understanding of these theories as suggested by Tietjen and Myers (1998). All of these
theories have been criticized for their short comings and questions may be raised
about the relevance of these theories as they date back many years according to Ries
and Pena (2001) but according to Flores and Utley (2000) the main principles of these
theories provide an invaluable understanding of the main principles on which the
motivation depends.
Content Theories
11
These theories tries to explain what actually motivates an individual at work, therefore,
their emphasis is on the identification of the needs of the people and the strengths
they have and their objectives for the satisfaction of these needs as suggested by
Mullins (2007).
(a)
Physiological Needs. The needs for survival e.g. food, water or shelter
etc
(b)
(c)
(d)
(e)
According to Wahba and Bridwell (1976) there is an argument that this theory presents
limited support on the subject as it presents only five needs which are activated in a
specific order but Saunders (2003) termed Maslow theory as being Water Tight
despite the elapse of a considerable time since it was first presented.
12
(a)
(b)
(c)
(d)
13
14
Equity theory, which is usually associated with the work of Adams, focuses on
individuals feelings of how fairly they have been treated in comparison with the
treatment received by others. People weigh their inputs (efforts) in comparison with the
outputs (rewards) and if there is equilibrium they are satisfied and motivated. The
unequal comparison of the ratios results in the sense of inequity in an individual thus
having a de-motivating effect. Individuals might compare themselves with their friends,
relatives, neighbours and co-workers and can also make a comparison between their
present employment and previous job. According to Simons and Roberson (2003)
equity is linked with the distributive justice which is one of the forms of organisational
justice. Employees perceive their organisation as just when they believe that the
outcome they are receiving is fair.
Goal Theory
This framework is based on the work by Locke. The basic premise of this theory is that
peoples goals or intentions play an important role in determining their behaviour or the
high performance is the result of goal setting as argued by Wiley (1997). In other
words people achieve emotional satisfaction and fulfil their desires by striving for
achievement of their goals. The task related motivation of the employees is
determined by their intentions (goal) because their thoughts and actions are directed
by their goals. Acceptance of the goal assignment and provisions for performance
feedbacks are two critical preconditions of positive goal performance relationship.
(Locke et al, 1986). The research conducted by Nicholson (1995) suggested that the
effectiveness of goal setting methods is primarily determined by task demands, selfefficacy, goal commitment, and task orientation.
15
There is evidence in the research showing the linkage between effectiveness and
approaches of a performance appraisal and employee satisfaction and perceptions
of the process. Cardy and Dobbins (1994, p.54) argued that with feelings of
unfairness in process and inequity in evaluations, any appraisal system will be
doomed to failure. Employees disapprove appraisal systems which are subjective
and evaluate employees on standards not relating to their work quality and not
protecting their rights thus not reflecting their actual performance. Employees are
more likely to accept and use appraisal systems that they perceive to be fair as
underlined by and Stiggins and Bridgeford (1985). If the employees perceive a
16
17
Organisational Commitment
Mowday et al (1979 defined Organisational as
The strength of an individuals identification with and involvement in an
organisation (Mowday et al., 1979).
The are three components of this concept:
There are following different forms of commitment according to Allen and Meyer,
(1990):
(a)
(b)
18
Porter et als (1974) have also highlighted that organizational commitment is one of
the most important factors in explaining turnover.
Research Hypothesis
In view of the above arguments, the following is hypothesized:
H1
H2
H3
19
Chapter 3
Research Methodology
Introduction
A research methodology on one hand presents the philosophical frame work within
which the research project develops and on the other hand describes and analyses
the methods used to gather and interpret data Lather (1992). This chapter will
discuss the methodology which will be followed for the completion of the dissertation.
After describing the strengths and weaknesses of each approach and method, the
approach selected for this research would be identified based on its appropriateness
to the intentions of the researcher. The data collection method as well as the
techniques to analyse it would also be discussed in this chapter. At the end the
ethical considerations and the role of the researcher would also be discussed in this
chapter.
Research Philosophy
The research philosophy is important to discuss while discussing the methodology as
the validity and reliability of a research depends on it. According to Bryman (2001)
the beliefs about what is regarded as acceptable knowledge in a discipline affect how
a research will be carried out and the findings interpreted. Many factors like choosing
an appropriate research methodology, the topic to be researched and the primary
questions, are to be considered Remenyi et al, 1998).
Epistemology vs Ontology
Epistemology is the study of knowledge and justified belief according to Code (2000)
and the reality which is studied investigated by the researcher is ontology as
20
described by Healy and Perry (2000). These two stances give different perspectives
to the research and the methodologies of modern research. There are two paradigms
of philosophies indicted by Hussey and Hussey i.e. Positivism and Phenomenology
which are described below.
Phenomenology vs Positivism
According to Saunders et al (2003) working with an observable social reality is
positivism. It is a highly structured approach which is replicable therefore the results
are absolute like a law as argued by Remenyi et al (1998). It is for this reason that it
involves experimentation and comparison after establishing hypothesis to the answer
the questions about the problems.
On the other hand phenomenology is concerned with the understanding of the human
behaviour from the perspective of the participants of the research. the basic
assumption of this approach is that the reality is with an individual as explained by
Hussey and Hussey (1997). The main benefit of this methodology, as acknowledged
by Buttery and Buttery (1990) is that it classifies, that the onus for making decisions in
the organisations lies with people and to distinguish the difficult state they require
information in.
Inductive vs Deductive
According to Fisher et al (2004) when the conclusion is drawn from past experiences
or experimentation and effective reasoning from observed facts to broader principles.
It aims at developing the theory rather than testing it. The key points in regards to the
use of an inductive approach are that observation is required to identify the
21
phenomena that one is researching with the aim of moving from observation through
to theory as identified by Saunders et al (2003). This is because as the researcher is
utilising a qualitative approach in that they are attempting to define the research
through specific events rather than generalising.
The deductive approach starts with an established theory or generalisation and tests
that theory in order to verify the application of theory to specific instances according to
Hyde (2000). The deductive theory represents the commonest view of the nature of
the relationship between theory and research according to Bryman and Bell (2003).
There is a requirement to explain the casual relationships between the variables as
argued by Saunders et al (2003). During the collection of quantitative data there
should be controls in place to ensure the validity of that data. Due to the highly
structured approach when using the deductive method the researcher requires
remaining independent of what is being researched.
Research Methods
Research may be categorised into two distinct type i.e. qualitative and quantitative
according to the different schools of thought according to Amaratunga et al (2002).
The numerical (quantifiable) data analysis is generally associated with Quantitative
methods. The non-numerical data on the other hand is collected by Qualitative
methods. Harkland et al (2003) argues that quantitative data can be interpreted
qualitatively as there are open ended questions asked in surveys for data collection.
According to Freathy and OConnell, (1998) qualitative study such as interviews can
be reported as surveys. It is therefore the data analysis technique which decides that
22
Quantitative methods
Eldabi. et al (2002) argued that quantitative research has typically logical and linear
structure and emphasizes on methodology, procedures and statistical measures of
validity. It relies on statistical measurement and analysis of data to determine
relationship between one set of data to another. The measurement of such data
provides
with
quantifiable
conclusions.
Quantitative
research
designs
are
Questionnaire
Kervin (1999; cited in Saunders et al, 2002) explains significance of questionnaire in a
way that person records his/her own answers. The questionnaire is one of the most
widely used survey data collection technique. It is a technique in which people are
asked to answer a set of predetermined questions as suggested by Oppenheim
(2000). The questionnaire for this research is formulated as initiating from general to
specific approach to maintain objectivity in the research. Bell (1999; cited in Saunders,
2002) argues that it is far harder to produce good questionnaire than one might think.
The Questionnaire used for this research is attached as appendix 1. It measures the
responses on a 5 point Likert Scale ranging from strongly disagree to strongly agree.
There are 29 questions in 5 parts as explained below:-
23
Interview
Kvale (1996) defines qualitative research interview as an interview, whose purpose
is to gather descriptions of the real life-world of the interviewee with respect to
interpretation of the meaning of described phenomena. The aims of research
24
interviews are to see the perspective of the interviewees, understand how and the
reason why the interviewees have their particular perspective. Semi-structured
interviews will comprise of list of themes and questions to be covered and may vary
from interview to interview. That means that researcher may omit some particular
questions and change flow of the conversation (Saunders et al. 2000).
The quantitative method allowed the researcher to compare the subgroups and
participants as well as the issue on the basis of naturally occurring and non biased
data, which the quantitative method is unable to present.
In other words, both these methods complemented each other by confirming the
results. The semi structured interviews proved to be the most suitable research
method as it provided flexibility to Interview questions were focused on gathering data
based on the issues elaborated in the literature review. In addition, according to
Saunders et al. (2002), the interviewer does have the opportunity to identify nonverbal clues which are present in the inflection of the voice, facial expressions or the
clothes that the interviewee is wearing and these can be used to develop secondary
25
questions. The secondary data was obtained from the NADRAs website; moreover,
the management was also requested for this purpose. In addition, various sources like
academic journals, textbooks, magazines, websites etc. were used for secondary data
collection.
The researcher approached the managing director and directors in different regional
offices of NADRA only a few individuals from the management agreed for an
interview as mentioned in the findings section of this research.
The researcher
Sampling
According to Holton and Burnett (1997) the determination of a sample size is an
essential factor apart from dealing with non response bias in a quantitative survey
design. Sample size has a major contribution towards the detection of significant
differences, relationships or interaction in a research as argued by Peers (1996). The
sample size found appropriate for this research was (10%) of a total of 11000 i.e.
100 employees of NADRA for the collection of quantitative data.
Role of Researcher
Being an ex-employee of an organization, it is possible that my personal views may
affect research process consciously or unconsciously due to my certain knowledge
26
about organization and its activities. Therefore it was of utmost importance that I
must not be viewed as influence to any response throughout the research process
for its transparency and validity. To ensure this issue, I had tried to address all issues
in congruence with literature and set to maintain professional distinction among
research outcomes and personal conception. In order to enact this professional
approach, I forwarded standard information to all interviewees for maintaining its
consistency and to be specific regarding issue while interviews for keeping its
objectivity foremost.
Validity
The ability of a scale or measuring instrument to measure what is intended to be
measured as suggested by Zikmund (1999). Cooper and Schindler (2006) have
identified three major forms of validity in literature. These forms are:-
(a)
(b)
(c)
content validity
Criterion-related validity
Construct validity
The alphas for the different parts of the questionnaire used are satisfactory and the
sources are authentic thus emphasising its validity. The literature review is conducted
in the light of authentic sources on the subject.
27
Reliability
According to Kirk and Miller (1986) there are three types of reliability associated with
quantitative research
(a)
(b)
(c)
3.11
Ethical Considerations
The researcher has carefully considered ethical issues involved in this research work
and feel a great responsibility towards people who were requested for help, access and
co-operation. The different ethical issues involved in this research and the actions taken
are as under:-
28
The Rationale for the research was described in detail to the management of NADRA
and it is also mentioned in Chapter 1 of this research. A written consent from the
management of the organisation was obtained to conduct this research. The consent
letter is attached as Appendix 5. The participants were made clear about the purpose
and application of this research and the same was communicated in the covering letter
of the questionnaire which is attached as Appendix 1. The participants were assured
that they can withdraw from this research without penalty and if they chose to respond
the mentioning of name is optional in the questionnaire. The questionnaires filled by the
employees are in the safe custody of the researcher and would not be communicated to
anyone. Any information provided which may bring harm to the participant in case it is
revealed is kept anonymous and confidential. Moreover the PC of the researcher is a
password protected. The management of NADRA were informed about the details of the
research and they will be debriefed about the findings as well. A sincere effort was
made to follow the Data Protection Act and the Economic and Social Research Council
(2005), Research Ethics Framework have been followed. All possible measures were
taken in order to make this research more ethical.
organisation was not communicated to anyone.
29
References
Aiken, L.H., Clarke, S.P., Sloane, D.M., Sochalski, J.A., Busse, R., Clarke, H.,
Giovannetti, P., Hunt, J., Rafferty, A.M. and Shamian, J. (2001), Nurses reports on
hospital care in five countries, Health Affairs, Vol. 20 No. 3, pp. 43-53.
Ambrose, M.L. and Kulik, C.T. (1999) Old Friends, New Faces : Motivation
Research in the 1990s. Journal of Management Vol.25 No.3 pp.231-92
Brooten, D., Youngblut, J.M., Kutcher, J. and Bobo, C. (2004), Quality and the
nursing workforce: APNs, patient outcomes and health care costs, Nursing
Outlook, Vol. 52 No. 1, pp. 45-52.
Deci, E.L. and Ryan, R.M. (1985), Intrinsic Motivation and Self-Determination in
Human
Behavior, New York : Plenum,NY.
Edwards, D., Burnard, P., Coyle, D., Fothergill, A. and Hannigan, B. (2000),
Stressors, moderators and stress outcomes: findings from the All-Wales
Community Mental Health Nurse Study, Journal of Psychiatric and Mental Health
Nursing, Vol. 7 No. 6, pp. 529-37.
Glen, S. (1998), Emotional and motivational tendencies: the key to quality nursing
care?, Nursing Ethics, Vol. 5 No. 1, pp. 36-42.
Gallop, R., McKeever, P., Toner, B., Lancee, W. and Lueck, M. (1995), The impact
of childhood sexual abuse on the psychological well-being and practice of nurses,
Archives of Psychiatric Nursing, Vol. 9 No. 3, pp. 137-45.
Kalimo, R., Pahkin, K., Mutanen, P. and Toppinen-Tanner, S. (2003), Staying well
or burning out at work: work characteristics and personal resources as long-term
predictors, Work & Stress, Vol. 17 No. 2, pp. 109-22.
Kovach, K.A. (1980), "Why motivational theories dont work", SAM Advanced
Management Journal, Vol. 45 No.2, pp.54-9.
Latham, G.P., & Pinder, C.C. (2005), Work motivation theory and research at the
dawn of the twenty-first century. Annual review of Physchology, [Online] Vol.56,
pp.485 Avaliable : www.emeraldinsight.com
Lee, S. (2007) Vrooms expectancy theory and the public library customer
motivation model, Library Review, Vol.56 No.9 pp. 788-796
Locke, E.A., Motowidio, S.J. and Bobko, P. (1986), Using self-efficacy theory to
resolve the conflict between goal-setting theory and expectancy theory in
organizational behavior and industrial/organizational psychology, Journal of Social
and Clinical Psychology, Vol. 4, pp. 328-38.
Locke, E.A. (1997), The motivation to work: what we know, in Maehr, M.L. and
Pintrich, P.R. (Eds), Advances in Motivation and Achievement, JAI Press Inc.,
Greenwich, CT.
Locke, E.A. and Latham, G.P. (2004), What should we do about motivation theory?
Six recommendations for the twenty-first century, Academy of Management
Review, Vol. 39 No. 3, pp. 388-403.
Moody R. C. And Pesut D.J (2006) The Motivation to Care. Journal of Health
Organization and Management, Vol. 20 No. 1, 2006 pp. 15-48
Needlemen, J., Buerhaus, P., Mattke, S., Stewart, M. and Zelevinsky, K. (2002),
Nurse-staffing levels and the quality of care in hospitals, The New England Journal
of Medicine, Vol. 346 No. 22, pp. 1717-22.
Nolan, M., Nolan, J. and Grant, G. (1995), Maintaining nurses job satisfaction and
morale, British Journal of Nursing, Vol. 4 No. 19, pp. 1149-54.
31
Nicholson, N., Schuler, R., Van De Ven, A.H., Cooper, G., Argyris, C. (Eds) (1995),
Encyclopedic Dictionary of Organizational Behaviour, Oxford : Blackwell Ltd.
Ryan, R.M. and Deci, E.L. (2000), Self-determination theory and the facilitation of
intrinsic motivation, social development, and well-being, American Psychologist,
Vol. 55 No. 1, pp. 68-78.
Rousseau, D.M. and Tijorwala, S.A. (1999), Whats a good reason to change?
Motivated reasoning and social accounts in promoting organizational change,
Journal of Applied Psychology, Vol. 84 No. 4, pp. 514-28.
Strachota, E., Normandin, P., OBrien, N., Clary, N. and Krukow, B. (2003),
Reasons registered nurses leave or change employment status, Journal of
Nursing Administration, Vol. 33 No. 2, pp. 111-17.
Schneider, B., Ashworth, S.D., Higgs, A.C., Carr, L. (1996), "Design, validity, and
use of strategically focused employee attitude surveys", Personnel Psychology, Vol.
49 pp.695-705
Simons, T. And Roberson, Q. (2003) Why Managers should care about fairness :
The effects of Aggregate Justice Perceptions on Organizational Outcomes Journal
of applied Psychology, June, pp.432 43
Tietjen, M.A. and Myers, R.M. (1998) Motivation and Job Satisfaction, Management
Decision 36/4 226231
Thomas, S.P. (2004), Transforming Nurses Stress and Anger, New York: Springer
Publishing Co., NY.
32
33
Male
Female
18 - 25
26 - 35
35 - 45
46 55
55 +
NSRC(Local office)
Mobile Office
PHQ (Provincial Headquarter)
RHQ (Regional Headquarter)
HQ (Headquarter)
34
Part II
Job Satisfaction
Satisfaction with Pay (Index of Organizational Reactions Questionnaire; Smith, 1976)
1. I am satisfied with the Pay considering what it costs to live in this area
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
2. The way pay is handled around here does make it worthwhile for a person to work
especially hard
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
3. For the job I do, I feel that the amount of money I make is satisfactory
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
5.
The nature of my work gives me the chance to do something that makes use of my
abilities
Strongly
Agree
Neutral
35
Disagree
Strongly
Agree
6.
Disagree
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Strongly
Agree
8.
Neutral
Disagree
Strongly
Disagree
Strongly
Agree
9.
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Strongly
Agree
Agree
Neutral
36
Disagree
Strongly
Disagree
10.
Strongly
Agree
11.
Agree
Neutral
Disagree
Strongly
Disagree
Disagree
Strongly
Disagree
Strongly
Agree
Agree
Neutral
12. I find that my values and the organizations values are very similar
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Disagree
Strongly
Disagree
Strongly
Agree
14.
Neutral
this organization really inspires the very best in me in the way of job performance
Strongly
Agree
15.
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Disagree
Strongly
Disagree
Strongly
Agree
Agree
Neutral
37
16.
I am extremely glad that I chose this organization to work for over others I was
considering at the time I joined
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Disagree
Strongly
Disagree
Disagree
Strongly
Disagree
Strongly
Agree
18.
Agree
Neutral
an independent observer from outside the organization would have made a similar
judgment about my performance,
Strongly
Agree
20.
Neutral
Strongly
Agree
19.
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Neutral
Disagree
Strongly
Disagree
Strongly
Agree
Agree
38
21.
Strongly
Agree
22.
Neutral
Disagree
Strongly
Disagree
Neutral
Disagree
Strongly
Disagree
Disagree
Strongly
Disagree
Strongly
Agree
23.
Agree
Agree
I will likely actively look for a new job in the next year
Strongly
Agree
Agree
Neutral
Additional Comments:
39
Thank you
Appendix 2
Time Scale Chart
40
Dec
Nov
Oct
ACTIVITY
Sep
Aug
Month
Appendix 3
Contact Person
Mr Qaisar Zulifqar
Assistant Manger
National Database Registration Authority
FAISALABAD, Pakistan
41