Submitted in part-fulfilment of the requirements for the degree of

Master of Business Administration

Title Page

Job Satisfaction and Product and Service Quality: A study of the

Mauritian textile industry

By

Florian Ferret

University of Surrey
School of Management

May 2009

© Florian Francois Ferret

 ABSTRACT

This research has for objectives to investigate on the possible relationship of job

satisfaction, organisational, commitment product quality and service quality in the

Mauritian textile factory. It is belief that job satisfaction combined with

organisational commitment creates that favourable environment to product and

service quality. From the literature review a conceptual model was design and

formulated. It was then tested in order to clarify the relationship formulated in

order to answer the questions of the main areas.

Research work was done through personally administered questionnaires using

validated instruments. The result obtained was statically significant and strongly

and moderately correlated between variables.

Results confirm a moderate correlation between job satisfaction and

organizational commitment and also moderately correlated between job

satisfaction and service quality. No sound correlation was found regarding

organisational commitment and product quality. A strong correlation between job

satisfaction and service quality was found. Further test were made to in order to

have a better view on the probable relationship of other independent variables on

product quality. None of the result obtained indicated a good correlation. A

modified conceptual model was presented in order to show clearly the

relationship between those variables.

I
 DECLARATION OF ORIGINALITY

I declare that my work entitled "Job Satisfaction and Product and Service

Quality: A study of the Mauritian textile industry” for the degree of Master of

Business Administration, embodies the results of an original research

programme.

I have included explicit references to the citation of the work of others or to my

own work which is not part of the submission for this degree.

Author's signature: ………………………………

Name: Mr. Florian Francois Ferret

Date: 23rd May 2009

II
 LIST OF TABLES

Table 1: Quality Components of Textile Companies .............................................3

Table 2: Employment in EPZ sector by gender...................................................46
Table 3: Distribution of EPZ enterprises and employment, 2006 ........................46
Table 4: Coefficient Alpha Analysis for Pilot Study .............................................47
Table 5: Summary of Hypotheses in Study.........................................................48
Table 6: Gender distribution of population ..........................................................49
Table 7: Age distribution of population................................................................49
Table 8: Marital Status distribution of population ................................................50
Table 9: Education distribution of population ......................................................50
Table 10: Number of years in company ..............................................................51
Table 11: Number of years in sector ...................................................................51
Table 12: Departmental distribution of population...............................................52
Table 13: Cronbach’s Alpha Analysis .................................................................52
Table 14: Job Satisfaction Responses................................................................53
Table 15: Organisational Commitment Responses.............................................54
Table 16: Product Quality Responses.................................................................55
Table 17: Service Quality Responses .................................................................56
Table 18: Measures of Central Tendencies and Dispersion ...............................57
Table 19: Correlation statistics for main constructs.............................................58
Table 20: Statistics for main hypotheses ............................................................59
Table 21: Correlation statistics for sub-hypotheses ............................................60
Table 22: Multiple Regression Analysis between Job Satisfaction and
Organisational Commitment ........................................................................61
Table 23: Multiple Regression Analysis between Organisational Commitment and
Product Quality ............................................................................................62
Table 24: Multiple Regression Analysis between Organisational Commitment and
Service Quality.............................................................................................63
Table 25: Multiple Regression Analysis between Intrinsic Satisfaction and
Behavioural Commitment ............................................................................64

III
Table 26: Multiple Regression Analysis between Extrinsic Satisfaction and
Attitudinal Commitment................................................................................65
Table 27: Multiple Regression Analysis between Extrinsic Satisfaction,
Behavioural Commitment and Service Quality.............................................66
Table 28: Multiple Regression Analysis between Extrinsic Satisfaction, Attitudinal
Commitment and Product Quality ................................................................67

IV
 LIST OF FIGURES

Figure 1: Herzberg’s Two-Factors Theory Models ..............................................11

Figure 2: Supplier Performance Quality Model ...................................................13
Figure 3: Employee Characteristics, Performance and Turnover Model.............18
Figure 4: Satisfying Condition Model ..................................................................19
Figure 5: Behavioural Outcomes on Performance ..............................................20
Figure 6: Employee-Customer links in the ECSI Model ......................................31
Figure 7: The performance/buyers retention model ............................................33
Figure 8: Profitability and Customer Retention Model.........................................34
Figure 9: Conceptual Model of the Study............................................................37
Figure 10: EPZ exports by product category (2006) ...........................................45
Figure 11: Main supported relationships in study................................................69

V
 TABLE OF CONTENTS

Title Page 1
ABSTRACT ...........................................................................................................I
DECLARATION OF ORIGINALITY......................................................................II
LIST OF TABLES................................................................................................III
LIST OF FIGURES .............................................................................................. V
TABLE OF CONTENTS ..................................................................................... VI
ACKNOWLEDGEMENTS .................................................................................. IX
LIST OF ABBREVIATIONS ................................................................................ X

Chapter 1 : INTRODUCTION ..............................................................................1

1.1 Overview of the Mauritian EPZ sector.................................................1
1.2 Purpose of study .................................................................................3

Chapter 2 : LITERATURE REVIEW ....................................................................6

2.1 Introduction .........................................................................................6
2.2 Job Satisfaction...................................................................................7
2.2.1Factors influencing Job Satisfaction ...................................................8
2.2.2Extrinsic and Intrinsic Factors of Job Satisfaction two factors
construct...................................................................................................10
2.2.3Outcomes of Job Satisfaction...........................................................12
2.3 Commitment......................................................................................14
2.3.1 Organisational commitment............................................................15
2.3.2 The Nature of commitment.............................................................16
2.3.3 Attitudinal commitment ...................................................................17
2.3.4 Affective commitment .....................................................................18
2.3.5 Behavioural commitment................................................................19
2.3.6 Employee Commitment ..................................................................21
2.4 Quality...............................................................................................22
2.4.1 Quality Culture ...............................................................................24
2.4.2 Service Quality ...............................................................................26

VI
 2.4.3 Product Quality...............................................................................28
2.4.4 Quality and value ...........................................................................30
2.4.5 Employee Commitment, Product Quality and Service Quality........32
2.5 Conclusion ........................................................................................35

Chapter 3 : METHODOLOGY ...........................................................................36

3.1 Introduction .......................................................................................36
3.2 The Proposed Conceptual Model......................................................36
3.3 The Independent variable .................................................................38
3.4 The Dependent variables ..................................................................38
3.4.1 Hypotheses ....................................................................................39
3.4.2 Job Satisfaction and Organizational Commitment..........................39
3.4.3 Organizational Commitment and product quality...........................40
3.4.4 Organisational Commitment and service quality ............................41
3.5 Sub Hypotheses................................................................................41
3.5.1 Intrinsic Job Satisfaction and Behavioural commitment .................41
3.5.2 Extrinsic Job Satisfaction and Attitudinal Commitment...................42
3.5.3 Job satisfaction and service quality ................................................42
3.5.4 Job satisfaction and product quality ...............................................43
3.6 Survey Methodology .........................................................................44
3.6.1 Research design ............................................................................44
3.6.2 Data collection methods .................................................................44
3.6.3 Questionnaire Design......................................................................44
3.6.4 Population and sample...................................................................45
3.6.5 Pilot study.......................................................................................46
3.6.6 Statistical Tools Used.....................................................................47

Chapter 4 : PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS 49

4.1 Sample Characteristics .....................................................................49
4.2 Reliability of Measures: Cronbach’s Alpha........................................52
4.3 Frequency Distributions of responses on the Likert scale .................53
4.4 Measures of Central Tendencies and Dispersion .............................57

VII
 4.5 Correlation Tests between Main Constructs .....................................57
4.6 Bivariate Regression .........................................................................60
4.6.1 Hypothesis H1: Job Satisfaction and Organisational Commitment 60
4.6.2 Hypothesis H2: Organisational Commitment and Product Quality .62
4.6.3 Hypothesis H3: Organisational Commitment and Service Quality..63
4.6.4 Sub-Hypothesis H4: Relationship between Intrinsic Satisfaction and
Behavioural Commitment .........................................................................64
4.6.5 Sub-Hypothesis H5: Relationship between Extrinsic Satisfaction and
Attitudinal Commitment ............................................................................65
4.6.6 Sub-Hypothesis H6: The relationship between Extrinsic Satisfaction
and Service Quality is influenced by Behavioural Commitment ...............66
4.6.7 Sub-Hypothesis H7: The relationship between Extrinsic Satisfaction
and Product Quality is influenced by Attitudinal Commitment ..................67
4.7 Interpretation of Findings ..................................................................68
4.7.1 Job Satisfaction and Organisational Commitment..........................70
4.7.2 Organisational Commitment and Product Quality ..........................72
4.7.3 Organisational Commitment and Service Quality...........................73
4.7.4 Job Satisfaction and Product/Service Quality.................................74

Chapter 5 : CONCLUSION AND RECOMMENDATIONS.................................75

5.1 Main findings of the Study.................................................................75
5.2 Academic Implications ......................................................................77
5.3 Managerial Implications ....................................................................78
5.4 Limitations and Weaknesses of the Research ..................................79
5.5 Recommendations for further research.............................................79
5.6 Conclusion ........................................................................................80
REFERENCES ................................................................................................81
APPENDIX ......................................................................................................94

VIII
 ACKNOWLEDGEMENTS

All my love goes to my three children: Laetitia, Xavier and Adryelle.

Special thanks to Yogeeny, my wife, Doctor Alf Crossman, my supervisor Prof

David Gilbert.

This journey would not have been possible without the support of my parents and
Mrs Varina Koon.

Finally all my gratitude to all my friends who really supported me.

IX
 LIST OF ABBREVIATIONS

α Level of Significance

AHRIM Association des Hoteliers et Restaurateurs - Ile Maurice

IM Internal Marketing

ROI Return on Investment

ECSI European Customer Satisfaction Index

MSQ Minnesota Satisfaction Questionnaire

EPZ Export Processing Zone

X
Chapter 1 : INTRODUCTION

Mauritius; an island in the Indian Ocean of approximately 2,040 sq km with

around 1,274,189 inhabitants (C.I.A, 2008), where sugar cane industry is no
more the main capital contribution. Far from riche countries in the world,
Mauritius has to rely on Air and Sea transportation in order to export its textile
products to those market places. Further more globalisation, the constant
increase of resources and low-cost emerging economies, such as China and
India, are threats to the Mauritian exportations. Meaning this industry has to
compete head to head with those emerging countries. One possible way for
Mauritius to fight back is bank on its human capital.

1.1 Overview of the Mauritian EPZ sector

In the 1970’s the Mauritian Export Processing Zone (EPZ) was formed in order to
help the diversification of the economy which was mainly based on sugar
industry (Joomun, 2006). The EPZ Act of 1970 gave opportunities to foreign
investors to beneficiate from incentives such as:

1) Duty-free imports of machinery, raw materials and other inputs,

2) Substantial tax holidays,
3) Subsidized power rates and factory space,
4) Free and unlimited repatriation of profits and dividends
5) Access to concession credit rates (Ancharaz, 2003).

Three decades later, the Mauritian economy has evolved considerably and was
cited as a “success story” (M.C.C.I., 2003) and this success story was mainly due

1
to the preferential treatment offered by the European Union (Bhujun, 2006,
Hurreeram, 2007).

In Mauritius the EPZ sector is composed mainly of clothing and textile

manufacturing factories and according to Mr. L.A. Darga, chairman Enterprise
Mauritius this industry has a complex supply chain with its own dynamics, that
influences consumption in main markets, and negotiation at the multilateral level
(UNCTAD/WTO, 2006, p44). Today the preferential treatment is over (Bhujun,
2006) with the end of the Multi Fibre Agreement (Hurreeram, 2007) causing a
major negative impact on growth rate where most of the Hong Kong investors left
the island leading to job losses (Bhujun, 2006).

The industry was forced to react to these changes and therefore, much effort
were put to remain competitive in terms of reducing production cost, adopting a
quality culture, been flexible, deliver in promised time, been innovative
(Hurreeram, 2007). As these textile factories are more cost conscious, they are
doing their best to control wastage, exterior factors such as the constant increase
in crude oil forces the Mauritian organization, such as CIEL textile, Soniawear Ltd
to switch from mass market segment to intermediate and eventually high end
market and also most organizations are now shifting from a defensive strategy
(Rosunee 2005, UNCTAD/WTO, 2006) to an offensive strategy (UNCTAD/WTO,
2006).

In order to adopt an offensive strategy , Mauritian textile organizations need to

rely on their Human assets which is a determining factor (Rosunee, 2005,
Joomun, 2006), as in this competitive world other resources are easily accessible
where the determining factor.

2
Table 1: Quality Components of Textile Companies

Light Knits
Apparel Knitwear Bottoms Shirts
(T-shirts)
Employment 10000 20000 10000 10000

Quality components of each segment

Up-market 20% 20% 20% 65%

Intermediary 80% 20% 80% 20%
Basic - 60% - -

Source: (UNCTAD/WTO, 2006, p46)

1.2 Purpose of study

The Mauritian textile industry has to survive in this new business world, i.e.

organisations have to fight against global companies. Unfortunately all the raw

materials are imported, and then transformed into garments, thus, making it quite

impossible to compete with low cost countries in this new business era.

Consequently, many factories closed down causing psychoses among

employees on whom companies need to rely to deliver a product that is of

superior quality in order to meet customer’s expectation. In order to reach such

customers’ expectation, it is important to select and recruit employee who has in-

born characteristics and behaviour that would fit the organisation values (Broady-

Preston and Steel, 2002).

3
Unfortunately, it is now that some of the textile factories in Mauritius are starting

to have a proper recruitment exercise for head of departments. An example,

CIEL textiles sent potential candidates to sit for an MBTI test and based on the

results the candidates are embark in the company. However, machinists,

supervisors and operators are still been recruited after a simple interview with the

departmental manager and the human resource manager. The reason why MBTI

test is not done for all potential employees is the cost incurred in doing so.

Today, Mauritian textile factories have to bear with a workforce who has not

undergone a proper recruitment and selection exercise, implying that some of

them do not adhere to the values of the organisation.

The Mauritian textile sector needs to deliver product and service of high quality,

as it is no more competitive in the mass-market segment. Therefore, it would be

interesting to establish if committed and satisfied employees working in a

pleasant environment would eventually adopt a quality culture and hence, deliver

high-perceived value. The main focus of this study is to see the employees’

perception of value when they are satisfied and committed to their job.

We proceed to present a review of theoretical perspectives of employee

commitment, job satisfaction, internal service quality and product quality in

general. Finally, we summarise the important questions in this study to try to

establish a relationship among them for the textile industry. Chapter 1 gives an

4
overview of the challenges the Mauritian textile industry has to face and the

research interest. Chapter 2, the literature relates on the independent, dependent

variables and the possible relationship that exist between them. Chapter 3

argues on the research methodology. A thorough analysis of the findings would

be discussed in chapter 4 and finally chapter 5 would be the conclusion of the

research work.

5
Chapter 2 : LITERATURE REVIEW

2.1 Introduction

Product and service quality is vital for the Mauritian textile industry to stay afloat.
It is a fact that resources such as technology, finance, raw materials and labour
are easily accessible for emerging countries such as China, India and some
South American countries. Consequently, the Mauritian textile manufacturers
need to bank on their labour forces to do things right first time, implying that the
human assets intervention can be a competitive advantage as performance is not
only driven by machines. In that respect, it is important to have committed
employees who are satisfied of their jobs and who in turn would deliver quality,
however if those employees do not believe in their participation to quality, it
would be difficult to sustain value delivered to textile buyers.

Pfeffer (1995) argued that people must be linked to organisation’s success as

high committed employee would deliver service quality or contribute to product
differentiation and hence, be a good marketing strategy. Eventually, he argued
that textile organisations are now not competing solely on product differentiation.
Now to have individuals or group of people to positively interact between each
other in order to achieve organisational performance and commitment, is not an
easy task (McKenna, 2000).

Lee (1993) based on Edwards (1979, p17) said that in order to achieve such
behavior that an employee would deliver high-quality work and follows
instructions in order to contribute to an organization success, firms need to
employ mechanisms that would motivate people in doing so. In this research
work the author would investigate on the possible relationship of job satisfaction

6
and employee commitment to foster a quality culture that would impact on
perceived value.

2.2 Job Satisfaction

Job satisfaction is one of the most studied areas in organisational psychology

and is defined in various ways (Morgan, McDonagh et al., 1995). Most
researchers agreed that job satisfaction is closely related to behaviours and
attitudes at work (McKenna, 2000). According to (Locke, 1976, Spector, 1997)
cited in (Crossman and Abou-Zaki, 2003) Job satisfaction is a positive emotional
state, resulting from the pleasure a worker derives from his job. Job satisfaction
is a multifaceted concept related to employee’s attitude and feelings towards his
or her job Mullins (2005) and they are, according to Crossman and Abou-Zaki
(2003), are interdependent.

In general term, Job satisfaction is simply the combination of the employee’s

psychological emotional reaction (Morgan, McDonagh et al., 1995, Long and
Swortzel, 2007) towards his job; resulting from the discrepancy between what is
been expected and received (Locke, 1976, Cranny, Smith et al., 1992, Miner,
1992). Consequently, if personal expectations are met, job satisfaction would
follow and adversely if expectations are crushed, dissatisfaction would arise
(McKenna, 2000). Eventually dissatisfaction could lead to conflict, impacting
negatively on behaviour (Gold, 2007) and in order to understand the mechanism
which builds up job satisfaction researchers explored its precursors and
outcomes (Bradley and Arthur, 2007).

According to (Herzberg, Mausner et al., 1967) cited in ( Long and Swortzel, 2007,
p42) the reasons to evaluate job satisfaction is to answer the question “What
odes the worker want from his/hers job?”. Such question is useful to managers

7
because bad attitudes and behaviours can be one factors reducing
organisational performance (McKenna, 2000). Management applying new
motivating methods in playing on a particular facet of job satisfaction valued by
the employee would influence employee’s feelings (Locke, 1976, Long and
Swortzel, 2007), creating a proper environment for the employee to be more
efficient (Scott, Swortzel et al., 2005, Long and Swortzel, 2007).

2.2.1 Factors influencing Job Satisfaction

As mentioned above there are various factors that can influence a person's level
of job satisfaction (Mullins, 2005). Workers attitudes towards each of these
factors may differ(Behling, Labovitz et al., 1968) and job satisfaction can be seen
as the sum total of all the positive and negative attitudes an employee held
towards aspects of his/ her work (Torrington, Hall et al., 2005).

(Hodgetts, 1991) cited in (McKenna, 2000, p277) identified some factors one
could consider to be drivers of job satisfaction.

1 Pay and benefits - Fair promotion and pay policies are likely to encourage
employees to adopt a positive attitude.

2 Promotion - The system in place should be acceptable, whether it is based on

years of service or merit. Lack of scope for promotion may well lead to
dissatisfaction.

3 Job - This covers the skills required and the challenging nature of the job.
Employees are more productive and satisfied in the job when their interests
match the job requirements.

8
4 Leadership - It is suggested that people centred or a leadership style is an
important factor.

5 Workgroup- Better personal and social relationships in the working group are
a contributing factor towards the maintenance of high morale and favourable
attitude. Good teamwork and supportive colleagues prevents job’s
dissatisfaction to emerge, as there is a sense of belonging and a better
feeling of job satisfaction.

6 Working conditions- when conditions are good, comfortable and the

environmental settings are conducive to personal feel good factor, job
satisfaction is liable to be present.

Arvey et al. (1994) pointed out that people’s attitudes to their job are related to
genetic inheritance which could account up to 30% of job satisfaction incidents.
Other researchers have argued that this research has not taken into account all
the environmental factors, which can impinge significantly on it (Crossman and
Harris, 2006) and also individual characteristics would influence job satisfaction
(Judge, Locke et al., 1998).

Lefkowitz (1994) and Clarke (1996) have identified age, gender and education
factors to influence job satisfaction. According to (Briner, 1999), recognition and
praise are also important factors in improving job satisfaction. Feldman and
Arnold (1985) cited in (McKenna, 2000) added that the personality factor could
also influence job satisfaction. Judge et al. (1998) in his four Core Self-
evaluations Model argued that it is self-esteem, general self-efficacy, locus of
control, and neuroticism which determine one’s disposition towards job
satisfaction. A higher level of self-esteem, a general self-efficacy, an internal self-
efficacy and a low level of neuroticism lead to higher job satisfaction and
motivation.

9
Herzberg, Mausner et al. (1959) in their research work develop the dual factor
theory. This widely use well know theory was subject too some controversy as
the experimenter used a different approach in their survey compared to what was
conventionally expected to be used; that is to measure overall job satisfaction
on a scale afterward to relate these scores to factors creating job satisfaction
(Behling, Labovitz et al., 1968).

In his research work on motivation he found out that people could report about
what made them satisfied or dissatisfied with their job (Armstrong, 2001). He
continued on saying that job satisfiers were related to the job content and that
job dissatisfiers were related to the job context (Armstrong, 2001). Afterwards he
denoted that satisfiers are motivators and dissatisfiers are hygiene factors, now
well know as the two-factor theory (Hackman and Lawler, 1972, Steers and
Mowday, 1977, Luthans, 1995).

2.2.2 Extrinsic and Intrinsic Factors of Job Satisfaction two

factors construct

According to Herzberg Motivator Factors are intrinsic to the job and Hygiene
factors are extrinsic factors to the job (Steers and Mowday, 1977). These
motivating factors such as pay, company policies, supervisory practices, and
other working conditions are considered to be intrinsic to the job (Lacy and
Sheehan, 1997).

The theory does not consider individual differences, conversely predicting that all
employees will react in an identical manner to changes in motivating/hygiene
factors is difficult (Hackman and Lawler, 1972). However this theory support the
idea what intrinsic factors leads to satisfaction and on the other hand what
extrinsic factors lead to dissatisfaction (Behling, Labovitz et al., 1968).

10
Figure 1: Herzberg’s Two-Factors Theory Models

Hygiene Factors Extrinsic Neutral State of Motivation

Pay, Dissatisfaction
Negative Impact
Supervision
Or
Company policies,
Satisfaction and
Co-workers relationship performance
Positive Impact

High State of Motivation

Motivation Factors Intrinsic
Satisfaction and
Achievement performance
Advancement
Recognition

Source: (Steers and Mowday,1977, p647)

For example according to Hinrichs cited in (Lichtenstein, 1984, p58) there is a

correlation between satisfaction and the intrinsic factors of the job itself such as:
“work demands; the immediate manager; pay; future opportunities; the company
in general; work associates; work obstacles.” Also Smith et al cited in
(Lichtenstein, 1984, p58) identified extrinsic aspect of the job that is correlated to
satisfaction. They are pay; promotions; satisfaction with the work itself;
supervision and co-workers, which are extrinsic factors of job satisfaction
(Herzberg, Mausner et al., 1959).

In his research work (Lichtenstein, 1984) raised out that according to previous
studies physicians in Organized setting were often dissatisfied, consequently
there was a high turnover. Further more he said that for such professional
workers job satisfaction may perhaps positively correlated to performance hence

11
impact on quality of care. Therefore he wanted to demonstrate that by changing
identified job factors producing the greatest amount of dissatisfaction would
improve job satisfaction; hence one can deduce reducing turnover; improving
performance and quality of care.

Buitendach and White (2005) investigated the possible relationship between job
insecurity, job satisfaction and organisational commitment of maintenance
workers in a parastatal organisation. He used The Minnesota Satisfaction
Questionnaire’s (MSQ) of (Weiss et al, 1967) to demonstrate how employees
were satisfied or dissatisfied with their job. According to the result obtained; the
MSQ confirmed the two dimensions, that is intrinsic and extrinsic factors, and
were statistically and practically significantly correlated. The results also
suggested that “higher levels of job satisfaction will result in higher levels of
affective commitment to the organisation” (Buitendach and Witte, 2005, p31).
Among a series of hypothesis he formulated; two were dealing with the
differential impact of job insecurity on both components of job satisfaction. A
higher score for job insecurity is correlated to a lower score for extrinsic job
satisfaction and that job insecurity is not correlated to intrinsic job dissatisfaction.

2.2.3 Outcomes of Job Satisfaction

The impact of job satisfaction on individual performance is not well established

(McKenna, 2000) as overall job satisfaction does not consider individual
differences (Hackman and Lawler, 1972) and also there are factors beyond the
control of individuals that can affect performance (McKenna, 2000).

However according to (Ostroff, 1992) cited in (McKenna, 2000, Hwang and Chi,
2005) organisation with more satisfied employees tend to have higher performer
than organisations with less satisfied employees. It was found out by Presley
(1999) that poor performance is significantly related to high turnover and higher

12
job satisfaction is associated to lower employee turnover (Lee and Mowday,
1987). Further more dissatisfied employees are likely to absent themselves for
unexplained reasons (Luthans, 1995).

Assessing job satisfaction allows an organisation to identify areas in need of

improvement. In opposition, organisation that does not create conditions for a
minimum level of job satisfaction could expect to have a high level of employee
turnover, low performance (Feldman and Arnold, 1985, Judge, Locke et al.,
1998, McKenna, 2000). High level of absenteeism results in losses for the
employer in terms of reduced production and failure to meet deadlines.
Consequently, the need for additional overtime to cover for absent employees
among others (McKenna, 2000). Deadline is an important issue for the Mauritian
textile factories. Very often goods are air-freighted which tends to cut in a small
profit margin and this is done only for the sake of retaining the buyers. According
to the performance evaluation matrix, late shipment would impact on buyers
retention as it is viewed by textile buyers to be a poor service quality (Teng and
Jaramillo, 2005).

Figure 2: Supplier Performance Quality Model

Textile/Apparel Percentage
Supplier of Time Quality
Performance Shipment

Source: Adapted from Teng and Jaramillo (2005 p509)

Three related factors and when combined in a multiplicative manner they reflect
the employee’s desire or motivation to perform the task.

13
In their research work on hotel performance, Hwang and Chi (2005) established
a positive relationship between job satisfaction , performance and internal
marketing (IM). IM concept is to have employees been treated as customers
whose needs are to be satisfied. In doing so organizations are in a better
position to pass quality to customers (Ahmed and Rafiq, 2003).

“IM generates involvement and commitment to organisational programmes.

Involvement and commitment coupled with clear sense of purpose are pre-
requisite for the much needed coherence and focus that are ultimately required
to produce successful outcomes” (Ahmed and Rafiq, 2003, p1179).

2.3 Commitment

According to Kanter (1968) social systems are there to meet systematic “need”.
People who form part of it tend to react positively or negatively, emotionally and
intellectually to situations. Therefore according to him, employee working
positively in association and interact positively with the system tend to attached
to it. (Peters and Waterman, 1982, Meyer and Herscovitch, 2001) argued that
commitment is a multidimensional construct, which has various definitions and
can be measured in different ways.

According to Becker (1960), sociologists have studied these interactions in order

to identify characteristics of both; individuals and organisational behaviour and
Becker (1960) cited in Powell and Meyer (2003, p158) said ‘‘commitments come
into being when a person, by making a side bet, links extraneous interests with a
consistent line of activity’’. Mowday, Steers et al. (1979) argued that commitment
is a positive or negative attitude developed by an employee towards an
organisation and varies in intensity and it reflects the extent to which an
employee identifies himself to company’s goals and objectives. For Balfour and

14
Wechsler (1996) commitment is the degree to which an employee identifies
himself to the organisation goals, values and enclose loyalty, job involvement, job
attachment, job commitment and moral commitment.

Actually employees who are so strongly bond to organisation will feel pride to be
part of the organisation and obviously will defend the organisation’s interest
(Balfour and Wechsler, 1991).

All authors agreed on saying that commitment binds an individual to a course of

action but the mind-set presumed to characterize commitment is different (Powell
and Meyer, 2003).

2.3.1 Organisational commitment

Torrington et al. (2005) referred organisational commitment to the psychological

attachment an employee has with his organisation and according to Reichers
(1985) when this arises the employee strongly identifies himself with the
organization’s goals and values; resulting in employees willingness to do that
extra effort to accomplish organisational goals and the desire to stay (Hunt and
Morgan, 1994). Further more according to him Organisational commitment
should not be viewed at employee level only, rather to the collective
constituencies that form part of the entire organization.

According to Balfour and Wechsler (1991) to elicit high level of organisational

commitment there is a need to increase job satisfaction and he concluded on
saying; higher commitment leads to higher productivity, reduce turnover and
absenteeism.

15
AL-Hussami (2008), in his study on the relationship of nurses' job satisfaction to
organizational commitment, found out that there is a significant relationship
between those two variables. Also, commitment can impact positively on
employee relationship at work as organizations are made up of a number of
factions with different agendas and conflicting objectives (Reichers, 1985).
Mowday (1998) focused on what binds an employee to organisational goals.

O’Reilly and Chatman cited in (Garvin, 1986) focused mainly on attitudes and
behaviour of employees, binding them to organisation objectives. (Meyer and
Allen, 1991) based their research on three forms of organisational commitment,
affective, continuance and normative commitment. However, attitudes and
behaviours are closely related to emotion. Emotion can be valued by the
employee depending if his expectations are obtained from the organisation
(Farber and Hall, 2007).

Most research work on job satisfaction and organizational commitment has

explored the relationship of attitude and behaviours performance relationship
(Schneider, Hanges et al., 2003). Eventually, it would be interesting to investigate
on the relationship between emotion and performance, hence, to correlate job
satisfaction and employee commitment with value.

2.3.2 The Nature of commitment

According to (Mowday, Steers et al., 1979, Meyer and Allen, 1991) the nature of
commitment has two distinct perspective, attitudinal and behavioural and those
two parameters are well define in organisational commitment literature.

16
2.3.3 Attitudinal commitment

For Mowday et al., (1982, p.26) cited in (Meyer and Allen, 1991, p62) attitudinal
commitment, also known as affective commitment, relates to the degree an
employee identifies himself to an organisation (Porter, Steers et al., 1974).
Attitudinal commitment “focuses on the process by which people come to think
about their relationship with the organisation” Mowday et al., (1982, p.26) cited in
(Meyer and Allen, 1991, p62).

In many ways it can be thought as a mind set in which individuals consider the
extent to which their own values and goals are congruent with those of the
organisation. For Mottaz (1989, p144) “from this perspective, commitment refers
to an affective response (attitude or orientation) resulting from an evaluation of
the work situation which links or attaches the individual to the organisation.”
Commitment is an area which has received significant research attention (Jaussi,
2007); like Meyer and Herscovitch (2001) developed a three-component
conceptualisation model of organisational commitment which consists of three
different employees’ mindsets to characterize their commitment to their
organisation which include the affective, continuance and normative forms of
commitment. However according to (Jaussi, 2007) there are some
inconsistencies across some research work as “ operational and definitional
omissions increase the potential for omitted variable biases in study results.” For
Jaussi (2007) attitudinal commitment is a three dimensional concepts which are:

1) Positive affect for the organization

2) Identification with the organisation
3) Willingness to exert effort in behalf of the organisation

In separating attitudinal commitment into these dimensions the author provided

empirical support to show that this structure is as robust and superior to other

17
models. However data were collected within a single corporation in the petroleum
industry.

2.3.4 Affective commitment

Affective commitment it mostly discussed as a form of psychological attachment

of an employee to an organisation and most research work on this area was
based on Kanter’s work (Jaros, Jermier et al., 1993) who defined affective
commitment as “the willingness of social actors to give energy and loyalty to the
organisation” (Kanter, 1968, p499) and resulting from that strong bond the
employee commits to the organisation’s goals and believes; therefore the
employee stays with the company (Meyer and Allen, 1991).

Powell and Meyer (2003) expected that affective commitment should have the
strongest positive impact on behaviours that is performance and organizational
citizenship behaviour.

Figure 3: Employee Characteristics, Performance and Turnover Model

Performance
Personal Affective
Characteristics Commitment

Turnover

Source: Meyer and Allen (1991, p68)

In their research Powell and Meyer (2003) found out that there is a strong
correlation between satisfying conditions and commitment, hence, on
performance and quality (Meyer and Allen, 1991). A loving organisation will foster
a positive commitment hence would surely be in position to develop a quality

18
culture. Those individual employees would take ownership over the quality of
their work (Bowen, 1996).

Figure 4: Satisfying Condition Model

An adapted Satisfying condition model on Performance

Performance
Satisfying Condition Affective Commitment

Sourced from Powell and Meyer (2003 p169)

2.3.5 Behavioural commitment

Behavioural commitment is the process by which an individual bond himself to an

organisation (Becker, 1960, Iverson and Roy, 1994); through the employee’s self
investment and is rewarded accordingly (Becker, 1960). Mowday, Steers et al.
(1979) assessed situational factors which may increase employees’ commitment
to specific courses of actions which in turn the employee find it difficult to alter.
According to Brunetto and Far-Wharton (2003) the employee gets stuck with the
organisation as he perceived the cost of leaving high.

Most literatures have correlated behavioural commitment to the intention to leave

(Becker, 1960, Iverson and Roy, 1994) or the intention to stay which is;
according to Bergmann, Lester et al. (2000) employee commitment. Also
Mowday, Steers et al. (1979) in their research work find a linkage between
attitudinal and behavioural commitment.

19
However Pate, Martin et al., (2003) made a study on the possible impact of
psychological contract on employee attitudes and behaviours in a medium-sized
textile company in a small town of Britain. They found out according to
quantitative data that employee did adjusted their attitudes towards the
organisation but they could not find significant changes in behaviours though the
hard contextual factors prevailing at the time of their research work. According to
them possible reasons is the power difference between the employer and
employee would influence the employee not to display negative behavioural
attitudes due to fear redundancy and possibly the relationship between attitudes
and behaviours is more complex than most common literatures would suggest.
It is interesting to note in their findings that employees made a clear difference
between the job itself and their negative feelings towards the employer.

Guest et al. (1997) cited in Gold (2007) developed a theoretical framework of

HRM practices which implies that high employee commitment would turn out in
superior individual and organisational performance.

Figure 5: Behavioural Outcomes on Performance

HRM Outcomes: Behaviour Outcomes Performance Outcomes

High Employee 1) Effort/ Motivation 1) High Productivity

Commitment 2) Cooperation 2) High Quality
3) Involvement 3) High Innovation
4) Organizational
Citizenship

Source: Guest et al. (Cited in Gold, 2007, p21)

20
2.3.6 Employee Commitment

Bergmann et al. (2000, p15) defined employee commitment as “the individual’s

desire to remain as a member of his or her work-related interest groups” and that
employee commitment encompasses the three domains of organisational
commitment, professional commitment and professional association
commitment. In this rapidly changing environment, organization need to respond
quickly to changes in order to survive and actually, change is done through
employee.

People, who are self-discipline, who can manage their own performance and
make the organization’s objectives a priority, are crucial for an organisation
(Balfour and Wechsler, 1991, Dessler, 1993) and moreover, Mayer and
Herscovitch (2001) argued that no organization can survive this competitive
world unless employees are committed to the organizations objectives and works
in effective team spirit. Bergmann, Lester et al. (2000) argued that committed
employee contributes to a great extent to organizational performance and
creates wealth for shareholders and stakeholders.

Beardwell and Holden (1994) states that high commitment derived from
behavioural commitment and high-quality employees impact directly on the
quality of the goods and services provided. Retaining such individuals and
attracting developing others like them is crucial (Bearwell and Holden, 1994). It is
therefore important to secure the commitment of employees to organisation’s
goals and purposes (Peters and Waterman, 1982). For such organisation,
potential are enormous and any threats would be viewed as a challenge where
each member of the organisation would perform beyond expectation to overcome
those challenges (Balfour and Wechsler, 1991).

21
Jackson (Ancharaz, January 2004) argued that the commitment of employee to
quality is fundamentally important in manufacturing and service sector.
Omachonu and Ross (1995) argued that interaction between employees and
buyers in the service sector would impact on buyers satisfaction and such
interaction is usually found between merchandisers and buyers in the textile
sector. He also argued that in manufacturing sector, controlling quality in terms of
waste, rework and returns would ensure a good product value.

“Manufacturers are careful to measure material yield, waste scrap, rework,

returns and other costs of poor quality processes. Service companies also
have these costs, which reflected in the cost of customers who will not
come back because of poor service” Omachonu and Ross (1995, p129).

Vilares and Coelho (2003) in their research work found that there is a correlation
between employee commitment and product/service quality. However according
to Balfour and Wechsler (1991) and Mowday (1998), committed employees do
not necessarily mean they would make that extra effort for the benefit of the
company.
.

2.4 Quality

Quality is an imperative key competitive weapon in today’s global market place

for successful companies who want to retain or recover market share and it
should be everybody’s concerns (Freeman, 1995). Zeitham (1988, p3) defines
quality broadly as superiority and perceived quality eventually as the “The
consumer’s judgment about a product’s overall excellence or superiority”.
Crosby et al. (1994) argued that quality can be evaluated when ever customers
are satisfied or dissatisfied with the product and service offered and Waller and
Ashire (1996) emphasized on the importance of knowing this judgement.

22
Rice (1990) argued that this useful concept can be used to gain competitive
advantage which allows the firm to remain in the market place. Actually when an
organisation has compromised on quality and allowed its constant degradation ,
buyers have switched to other alternatives (Zeithaml, 1988). Therefore, it is
crucial for organisations to consider the dynamic needs of their buyers in order to
compete effectively (Shepetuk, 1991). According to Kotler (2001) the issue is to
design a product with a performance and conformance fitting the buyer’s need
and to exceed the competitors’ performance level at the same time.

Previously, Mauritian textile factories were competing on performance and

conformance quality in order to win orders. Today it is not the case anymore and
to remain competitive in the market place Mauritian manufacturers need to add
valued service such as speed delivery, ordering ease (Kotler, 2001), be flexible
in adapting to new buyers parameters (Teng and Jaramillo 2005).

Product and service quality are two distinct aspect but essential to combine them
together in order to create product differentiation (Kotler, 2001). Those two
aspects of quality have characteristics which are important in order to satisfy
buyers’ expectations (Kotler, Keller et al., 2006) and for them if their expectations
are close to their perceptions, buyers would be delighted(Jones and Kutsch,
2006).

Actually Feigenbaum (1991, p7) defined quality as “the total composite product
and services characteristics of marketing, engineering, manufacturing, and
maintenance through which the product and service in use will meet the
expectations of the customer.” It is an issue to meet customers, expectation and
to continually satisfy it is another one. The strategic concern of this is branding as
in the end premium price can be charge (Huber, Holbrook et al.). Therefore, it is
important to develop and sustain quality oriented culture in an organization and
this would only be possible through managers who adhere to quality culture and

23
who do not feel threatened by changes (Waller and Ashire, 1996). Hence, quality
can be measured through internal customers’ satisfaction where superior quality
is the product of the wealth and happiness of all employee involved in the
process of delivering satisfaction to buyers hence value (Setijono and Dahlgaard,
2007).

2.4.1 Quality Culture

Quality culture was developed due to the rapid changes in buyers needs,
numbers and behaviours (Draaijer, 1992). Hence, managers need to view
product and service quality as one of the major issues in an organisation where
effort should be made to promote such a culture that would enhance quality
resulting in an alignment between customers’ and managers’ view of the firm’s
product/service quality (Rust, Zahorik et al., 1995; Waller and Ashire, 1996).
Such culture that should fit the organisation’s purpose (Rust, Zahorik et al., 1995)
and failures can occur for organisations which made only cosmetic changes
without grasping the need to change the fundamental cultural mentality (Grant,
Shani et al., 1994).

Furthermore, managers when adopting a quality culture should foster such

attitudes that will create trust and a happy environment in the workplace (Bowen,
1996). Drummond (1992) cited in (Bowen, 1996, p16) states: “in a quality culture
the managerial imperative is not how to make do, but to do” and also it implies
that managers should transfer that quality mentality and culture to supervisors
and floor workers which is a major challenge (Lau and Anderson, 1998). Further
more he added that managers should see the link between their products’ quality
and their customers’ perception of the products’ quality (Lau and Anderson,
1998).

24
Managers have therefore a key role in creating a quality culture which will bring
along higher productivity, improved customer satisfaction and employee co-
operation resulting in achieving company’s goals (Larson and Sinha, 1995) thus
creating employee commitment which will favour communications between
buyers and employees in order to adjust strategic goals and continuous
improvement (Waller and Ashire, 1996).

Guest (1989) cited in (Torrington, Hall et al., 2005, p33) developed the
Universalist Approach where four HR policy goals are expected to produce
desirable organisational outcomes and they are:

1) Strategic integration- ensuring that HRM is fully integrated into strategic

planning, that HRM policies are coherent, that line managers use HRM
practices as part of their everyday work.

2) Commitment- ensuring that employees feel bound to the organisation and

are committed to high performance via their behaviour.

3) Flexibility- ensuring an adaptable organisation structure, and functional

flexibility based multi-skilling.

4) Quality- ensuring a high quality of goods and services through high-

quality, flexible employees.

According to (Baffour, 1999) is not enough looking at the product design,

customer service and going through a constant study of the market situation but
everyone in an organisation should share a similar view in order to make a strike.
Consequently, quality delivered to buyers depends on the internal relationship
between employees and managers.

25
Crosby, Grisaffe et al. (1994) argued that it is important to have truly motivated
employees with the desire to deliver work of quality. Meaning internal service
quality will impact on the desired value delivered to buyers as it is expected that
internal service quality will improve external service quality (George, 1990).

However, according to (Rust, Zahorik et al., 1995) some organisations did run
out of financial difficulties since they were overspending on customers service,
consequently, it is important to have a good balance between those two. Internal
marketing is an important approach for fostering a service- and customer-
oriented culture in an organization. Having customer-conscious employees is a
necessary but not sufficient condition of effective service delivery.

2.4.2 Service Quality

Service is all about delivering a personal attention to customers and Svensson

(2004, p279) defined it as the interactive process between a “service provider”
and “service receiver” where it is a “theatre”, “show”, or “performance”; example
the waiter who welcome a guest while entering a restaurant or during a flight the
stewardess who cares for the passengers (Rotfeld, 2001). Eventually, if the
performance delivered by the actors is not at the expected level, customers
would be unhappy (Russell, 2005), therefore delivering a high quality service is
important in order to delight customers and consequently, retaining them
(Quester, 1997). In fact due to customers’ role in the perception of service
quality; organisations are more and more prioritising on its specific contribution
(Wang and Lo, 2002).

Organisations are driven by the need to survive (Zeithaml, Berry et al., 1996) and
therefore, to remain competitive, service provider should constantly look for
potential gaps in the market in order to improve service delivery in order to retain

26
customers (Coulthard, 2004; Agus, Barker et al., 2007). However, service quality
has unique features, such as being intangible, inseparable, perishable, can not
be stored and heterogeneous making it complex (Quester, 1997).

Cowell (1984), argued that consequently it is an issue when it has to be

measured (Quester, 1997). Moreover, the perception of service quality varies
from customers to customers (Santos, 2002) as the consistency in delivering the
same quality would differ from employee to employee (Zeithaml, Parasuraman et
al., 1985). Service quality once produced is consumed strait away (Quester,
1997) and according to Priluck (2003) when wrongly delivered, would alter
customers’ view on the quality of the service, thus impact on company’s image or
brand.

Edvardsson (1998, p144) states “ service quality is that the service should
correspond to the customers’ expectations and satisfy their needs and
requirements”. However, to achieve such level, human error should be kept as
low as possible and many organisations fails to consider that in fact the human
element is part of any service transaction; therefore managing the internal
actions would facilitate the consistency in delivering such high service quality
(King and Grace, 2005).

According to (Ballantyne, 2000, p3) any functional organisation will tend to result
in a “silos effects” in turn would impact on the internal actions within the
organisation. This situation is very common in the textile factory in Mauritius
where each functional group preserves its own hegemony (Ballantyne, 2000)
meaning impeding on the service delivered and for him, to avoid this cross-
functional constraint each employee should treat each other as internal
customers.

27
2.4.3 Product Quality

The empirical study conducted by Jacobson and Aaker (1987) found that product
quality has a positive influence on ROI, market share, and price. In addition, the
empirical study conducted by Phillips et al. (1983) rejected the hypothesis that
higher quality comes only at a cost premium. These studies indicate that there
are positive effects associated with better quality; therefore, they show an indirect
relationship between actual quality and customer-perceived quality. The thinking
is that if customers did not see the relationship, the above results would not be
observed.

Although there is indirect empirical evidence that higher quality products are
perceived to be of higher quality by customers, it does not mean that managers
believe that the link is valid. If they do not think the link is valid, they will have
less motivation to improve quality. It has been found that product quality has a
positive influence on ROI (Waller and Ashire 1996), market share, and price
(Jacobson and Aaker, 1987).

In order to have organizational commitment to quality, which is associated with

high quality performance’s level (Garvin, 1986), employees should believe in
their product quality and thus, implement and sustain quality culture (Waller and
Ashire, 1996).

Organisations which have been able to implement and sustain a quality culture
would surely not loose track in achieving product characteristics. Actually with
new and ever changing product specification employees need to adapt to
situations where small batches of customized orders should be produced in a
very short delay (Baffour, 1999).

28
According to Garvin (1988) cited in (Wang, Lo et al., 2003) there are eight
characteristics to product quality which should be correctly balanced in order to
make that composite “which provides the intended functions with the greatest
overall economy” (Feigenbaum, 1991, p7) and they are;

1) performance: a product’s primary operating characteristics

2) features: the additional features or the “bells and whistles” of the product

3) conformance: the extent to which a product’s design and operating

characteristics meet established standards

4) reliability: the probability that a product will operate properly over a

specified period of time under stated conditions of use

5) durability: the amount of use the customer gets from a product before it
physically deteriorates or until replacement is preferable

6) serviceability: the speed, competence, and courtesy of repair

7) aesthetics: how a product appeals to our five senses; and customer-

perceived quality: customer’s perception of a product’s quality based on
the reputation of the firm

8) Customer-perceived quality indicates the customer’s perception of a

product’s quality, based on the reputation of the firm (Wang, Lo et al.,
2003, p75).

29
”It would seem plausible for managers to think that: product quality should be a
major focus of quality efforts; and customers view of the firm’s product quality will
be commensurate with the managers’ perception of their firm’s product quality”
(Waller and Ashire, 1996).

2.4.4 Quality and value

Value is a broad concept which has various definitions but It is used as a

marketing strategy to gain competitive advantage where all processes regarding
product-service attributes are well are efficiently and effectively managed in
order to delight customers (Walters and Jones, 2001). Consequently delivering
value to customers is a significant issue for marketing researchers to consider
and can be used to predict consumers’ behaviour Tsiotsou (2006). According to
marketing literature suggests that values do affect purchase intention decision
process (Pitts and Woodside, 1984).

Value is mostly defined by the customer’s point of view where the provider
should identify the set of actions which creates value, that is beginning with the
appropriate selection of raw materials to the different manufacturing process and
finally to the delivery of the products to the buyers (Jones and Kutsch, 2006).

Wang and Lo (2002, p53) defined it as” the emotional bond established between
a customer and a producer after the customer has used a salient product or
service produced by that supplier”. In the textile industry, value cannot be
perceived only in terms of fitness for use anymore, but it is the perception of the
superior quality of the products and services offered to meet customers’
satisfaction (Setijono and Dahlgaard, 2007).

30
Setijono and Dahlgaard (2007) argued that value is inherent in the design and
inherent in the conformance to that design meaning improving design quality
and conformance quality will likely increase value. Consequently, (Setijono and
Dahlgaard, 2007) in their research work wanted to identify the best pathway to
deliver value to customer, hence try to identify simultaneously how to improve
product quality.

Jones and Kutsch (2006) stated that even if manufacturers believe they are
delivering quality does not mean they are meeting buyers’ requirements, hence
expected value. However, Vilares and Coelho (2003) based on their Employee-
customer links in the ECSI model argued that employees’ commitment,
satisfaction and hence participation, are directly related to quality. Therefore,
value depends on employees’ willingness to produce added value product and
services (Waller and Ashire, 1996). In fact, the degree of employees’ involvement
in quality efforts depend significantly on rewards (Bowen, 1996). Kotler (1997)
cited in (Wang, Lo et al., 2004) pointed out that customer value has more to do
with product, service , employee and image value which is more from the
organization point of view not the customers’.

Figure 6: Employee-Customer links in the ECSI Model

Source:(Vilares and Coelho 2003) Employee-customer links in the ECSI model

31
Actually most research work studied value through the customers’ point of view
which would be the normal approach (Vilares and Coelho, 2003) (Rust, Zahorik
et al., 1995) rather from the employees’ perception. Referring to (Kotler, 1997)
value is related to employee value also ,therefore, for this research value would
be assessed through the point of view of the employee. Value creating system
depends greatly on each members who work together in order to create and
deliver value which is a strategy in order to be a key player in the market place
(Walters and Lancaster, 2000).

“Value is created by identifying and understanding customer benefits and costs

and the combinations of organizational knowledge and learning, together with
organisational structures that facilitate response and delivery. Essentially this
requires management of information and relationships” (Walters and Lancaster
2000, p161).

2.4.5 Employee Commitment, Product Quality and Service

Quality

Successful organisations need to keep pace with dramatic changes which are
driven by the growing rate of change itself, technological advances and changes
in buyers demand (Howard, 1995) cited in Jackson, 2004) implied that committed
employee is fundamental for organisations where those kind of dedicated
employees are willing to deliver high quality of work, resolves customers’
problems and highly recommend company’s products (Crosby, Grisaffe et al.,
1994).

32
Furthermore, (Teng and Jaramillo, 2005) argued that to enhance product and
service value, textile manufacturers need to continually improve their operations
supply chain process, thus, retaining actual textile buyers or even bringing
additional buyers. He added that in this competitive world, textile buyers are
constantly relentlessly seeking for new suppliers with better service and product
at a competitive cost. In the same view, relating to their supplier performance
evaluation matrix one can deduce that delivery speed, flexibility, cost, quality and
reliability would impact on buyers’ retention.

According to (Chandpraralert, 2002) textiles buyers behaviour is influenced by

different variables such as: price, quality, service. Consequently their decisions
would be based on two sets of variables which are: task variables and non-task
variables.

“Task variables, which concern product characteristics including product quality,

design, price, delivery, and service availability; and non-task variables, which
include exporter characteristics such as the organizational buyer’s perceptions of
suppliers’ reputations, knowledge, trustworthiness, co-operativeness, orientation
to the buyer, and personal qualities” (Chandpraralert, 2002, p50).

Figure 7: The performance/buyers retention model

Cost

Speed
Textile/apparel
supplier Quality Buyers Retention
performance
Delivery

Flexibility

Reliability

Source: Teng and Jaramillo (2005 p509)

33
Omachonu and Ross (1995, p130) argued, according to their profitability and
customer retention model, that there is a relationship between internal service
quality, employee retention external service quality and customer satisfaction and
those variables would impact on customer retention. Hence, as committed
employee would tend to remain with the organization and that employee
retention would impact on customer satisfaction, there should be a relationship
between employee commitment and buyers’ satisfaction.

However, through this literature there is no evidence that there is a direct

relationship as Customers’ satisfaction depends on variables such as internal
service quality and external service quality. According to Reade (2003)
customers’ satisfaction is associated to high individual performance where that
valuable extra effort underlies exemplary customer experiences. Such individual
who identifies himself to the organisation goals are usually bond psychologically
to the company and this phenomenon is referred as Organisational Identification.

Figure 8: Profitability and Customer Retention Model

Internal Service
Quality

Employee Employee Customer Profit

Satisfaction Retention Retention

Driver External Service

Quality

Customer
Satisfaction

Source: Omachonu and Ross (1995)

34
2.5 Conclusion

Organisations are considered to have an entity and to survive those

organisations need to have the interaction between its members. Members are
individuals who have their own beliefs, attitudes and behaviours which could be
influence by personal motivation. Nevertheless organisations need those
individuals to achieve targeted goals which can be in the form of tangible or
intangible goods and services. Finally profits, substantial or superficial, should
result from all those resources which are pulled together in order to produce
tangible and intangible goods and services. This literature tries to establish if
components of job satisfaction and employee commitment can be a major factor
influencing product and service quality. According to the literature review there is
a linkage between job satisfaction and employee commitment. However some
research work has demonstrated some correlation between job satisfaction and
product/service quality. There is some evidence of the impact on commitment on
product and service quality. However some researchers have agreed that the
environmental factor can influence results obtained. Therefore here under this
dissertation will try to unveil the possible mechanism between:

1) Intrinsic job satisfaction, behavioural commitment and service quality

2) Extrinsic job satisfaction, attitudinal commitment and product quality.

35
Chapter 3 : METHODOLOGY

3.1 Introduction

The literature in the previous chapter has enabled the definition of the research
questions, the statement of variables and their conceptual interaction in a
conceptual framework. This framework has been further refined into a number of
hypotheses stated in operational terms that need to be tested through an
appropriate research approach. This chapter discusses the proposed conceptual
model, the hypothesis statement, the study design, the population of
respondents, sample design, measurement and scaling, the data collection
method, the statistical analysis used, test performed on the collected data as well
as problems encountered during the survey and their solutions.

3.2 The Proposed Conceptual Model

The proposed conceptual model (Figur 9) has been derived from a combination
of Herzberg’s Two-Factors Theory Models; Barry M. Staw Intrinsic
Motivation/performance Model cited (Steers and Mowday, 1977) p654; Meyer
and Allen (1991) three conceptual model; Powell and Meyer (2003) evaluation
performance model; Omachonu and Ross (1995) Profitability and customer
Retention model; Teng and Jaramillo (2005, p509) evaluation and selection of
suppliers model, in view to study the relationship between Job Satisfaction,
Employee Commitment, Product Quality and Service Quality. Hence to evaluate
which aspect of job satisfaction and organizational commitment relationship in an
organisational set up that would channel employee effort towards the creation of
desired value expected by buyers?

36
Figure 9: Conceptual Model of the Study

Job Satisfaction Employee commitment Quality

Intrinsic Behavioural Service

Extrinsic Attitudinal Product

Source: Literature Review

Herzberg’s Two-Factors Theory Models and Barry M. Staw Intrinsic and Extrinsic
Motivation cited in (Steers and Mowday, 1977) debates on the relationship of job
satisfaction, motivation at work and performance. Meyer and Allen (1991), Powell
and Meyer (2003) studied the nature of commitment and its relationship with
employee retention and performance. Omachonu and Ross (1995) argued on the
relationship between internal service quality, employee retention and external
service quality. Teng and Jaramillo (2005) showed the importance of supplier
performance on buyers retention.

Most research work explored the relationship between employee commitment

and product quality or employee commitment and service quality and job
satisfaction on performance. Today the textile industry has to find new strategies
to stay competitive. The Mauritian textile industry is not an exception to the rule
and as all raw materials need to be sourced abroad makes its competitiveness
more fragile. Consequently human assets is an important tool (Galunic and
Anderson, 2000) to get that competitive advantage which will at least keep its
actual customer by adopting a defensive strategy (Fornell and Wernerfelt, 1987).
Therefore textile organisation in Mauritius should bank also on human capital. In
this regard it is important to understand and predict human behaviours.

37
3.3 The Independent variable

As established from the literature review Job Satisfaction and Employee

Commitment are important, the former debates on the motivational aspect of the
job itself and the latter deals with attitude and behaviour at work. Based on
Buchanan (1974) and others, (Steers, 1977) argued that commitment is
influenced by: the quality and nature of an employee, the experience gain during
his or her tenure in the organization. Actually according to (Meyer and Allen,
1991) personal characteristics will tend to influence commitment hence
performance. According to most research work higher performance is correlated
to job satisfaction and employee commitment meaning there is a possible
relationship with quality, however this relationship is not clearly demonstrated
(Harber, Ashkanasy et al., 1997). Therefore this research work will try to
establish the possible relationship between intrinsic, extrinsic job satisfactions on
attitudinal, behavioural commitment influencing product/service quality. It is
expected, based on the literature review, that when those two independent
variables are combined together, the possible outcomes is to have motivated
employees, in a turbulence environment, willing to do that extra effort to promote
organizational goals.

3.4 The Dependent variables

In general product quality can be classified as a qualifier (Jones and Kutsch,

2006) however quality is achievable by most manufacturers and the textile
industry is not an exception (Teng and Jaramillo, 2005). It is evident that
resource such: as technology, finance, raw materials are easily accessible to
everyone. Competition is so fierce in the textile industry that orders are won just
on a difference of a wire strand and therefore when looking closely to the sector it
is clear that there is a part “Product” part and also a service part, which can be

38
the determinant (Teng and Jaramillo, 2005). Based on the literature review
service quality can be unique as it is delivered by employees. Therefore both
dependant variables combined together would tend to retain buyers. However it
is the client who would judge the product and service quality and according to
Schneider and Bowen (1985) cited in (Harber, Ashkanasy et al., 1997) there is a
correlation between employees’ perception and customers’ perception on the
service quality delivered hence value meaning a good employee perception on
quality would lead to a good customers perception on quality delivered (Vilares
and Coelho, 2003). Therefore, it would be interesting to investigate on
employees’ perceptions of product and service quality.

3.4.1 Hypotheses

The hypotheses have been set up in a way in order to verify possible

relationship: between job satisfaction and organizational commitment;
organizational commitment and product/service quality; to establish the degree
intrinsic satisfaction will correlate to behavioural commitment; same for extrinsic
satisfaction and attitudinal commitment relationship. Finally if there is a direct
relationship between extrinsic and intrinsic aspect of job satisfaction with product
and service quality. Consequently hypotheses are formulated as follows.

3.4.2 Job Satisfaction and Organizational Commitment

According to many research work there is a correlation between job satisfaction

and employee commitment but there are variables that could influence that link
(Taormina, 1999, Balfour and Wechsler, 1991) such as demographic, age,
gender, personal characteristics (Lefkowitz, 1994, Clarke, 1996, Judge, Locke et

39
al., 1998). In addition there is no clear view on which comes first. In the present
environmental context of the Mauritian textile industry it is possible to have a
different result compared to past research as the variables would differ. Hence
the hypothesis is formulated as follows:

H0: There is no relationship between Job Satisfaction and organizational

Commitment

H1: There is a relationship between Job Satisfaction and organizational

Commitment

3.4.3 Organizational Commitment and product quality

Mowday, Steers et al., (1979) and Mottaz, (1989) argued that high levels of
employee commitment are likely to spend extra effort for organizational values
and performance and eventually, based on Mowday et al. (1962) work, may
maintain and attract good employees. Good employees are assets that would
drive performance which in turn will drive quality culture as according to
(Buchanan, 1974) commitment is assumed to lead to particular work-related
behaviour. Those employees will deliver expected quality as they are willing to
do that extra effort (Crosby, Grisaffe et al., 1994). Hence the hypothesis is
formulated as follows:

H20: there is no relationship between Organisational Commitment and product

quality
H21: there is a relationship between Organisational Commitment and product
quality

40
3.4.4 Organisational Commitment and service quality

Delivering service quality is not an easy task as it is not an engineered processed

rather delivered intact by employee to customers (Zeithaml, Berry et al., 1988).
He further more argued that for service delivery human performance is often
used as a measuring stick and actually in their research work they established
that at American Express, timeliness, accuracy and responsiveness is an
important issue and actually as established in the literature review section 5.7
commitments plays an important role on quality.

Therefore the relationship between commitment and service quality is set as

follows:

H30: there is no relationship between Organisational Commitment and service

quality
H31: there is a relationship between Organisational commitment and service
quality

3.5 Sub Hypotheses

3.5.1 Intrinsic Job Satisfaction and Behavioural commitment

In the literature review motivational factors “Intrinsic” if satisfied would increase

performance and behavioural commitment would create this attachment to
course of action which in turn would be difficult to alter. The question is if altering
intrinsic job satisfaction would it impinge on behaviours?

41
Hence the following hypothesis is formulated:

H40: There is no relationship between Intrinsic Job Satisfaction and Behavioural

Commitment

H41: There is a relationship between Intrinsic Job Satisfaction and Behavioural

Commitment.

3.5.2 Extrinsic Job Satisfaction and Attitudinal Commitment

In the literature review extrinsic job satisfaction if not met would lead to
dissatisfaction and attitudinal commitment to the employee.

H50: There is no relationship between Extrinsic Job Satisfaction and Attitudinal

Commitment

H51: There is a relationship between Extrinsic Job Satisfaction and Attitudinal

Commitment

3.5.3 Job satisfaction and service quality

In the literature review it is clearly set out that job satisfaction and performance is
closely linked. However there is no clear evidence that there is a direct
relationship between job satisfaction and service quality. As example Hwang and
Chi (2005) demonstrated that job satisfaction and internal marketing has a
positive impact on performance. Consequently service quality is measured by
performance (Zeithaml, Berry et al., 1988).

42
Therefore the hypothesis is set out as follows:

H60: The relationship between Extrinsic Job Satisfaction and Service Quality is
not influenced by Behavioural Commitment

H61: The relationship between Extrinsic Job Satisfaction and Service Quality is
influenced by Behavioural Commitment.

3.5.4 Job satisfaction and product quality

There is no clear link between job satisfactions and product quality but it is for
sure the product quality is important for buyers (Chakraborty, Srivastava et al.,
2007) in the textile industry. Actually Guimareas (1996) cited in (Chakraborty,
Srivastava et al., 2007) argued that job satisfaction refers to employee
recognition that they are effectively contributing to overall organizational
performance. Hence as product quality is a target that a textile organization
should achieve; it would be interesting to see if there is a positive relationship
between job satisfaction and product quality. Therefore the hypothesis is
formulated as follows:

H70: The relationship between Extrinsic Job Satisfaction and Product Quality is
not influenced by Attitudinal Commitment

H71: The relationship between Extrinsic Job Satisfaction and Product Quality is
influenced by Attitudinal Commitment.

43
3.6 Survey Methodology

3.6.1 Research design

This cross-sectional field study focused on employees’ perception of product and

service quality offered to the client in the textile industry. A survey was done in
order to validate the hypotheses derived from the proposed model. The four
validated measuring instruments which were used to asses the variables are:
The Minnesota Satisfaction Questionnaire (MSQ) short form from Weiss,
Organizational commitment (Porter, Steers et al., 1974), perceived product
quality(Walker and Ahire 1996) and internal service quality (Kang, Jame et al.,
2002). See Appendices I, II, III and IV.

3.6.2 Data collection methods

A list of predetermined questions is set on a questionnaire, which is delivered to

factories and collected after it has been filled, is asked to respondent through an
interviewer in each factory. The interviewer in each is selected in relation to his
capacity to understand each question set and translate then in creole (native
language). In doing so the data collection method is not costly and the time
required to have the amount of data is not lengthy. This also permits a good
response from interviewee as most form the pilot.

3.6.3 Questionnaire Design

A questionnaire is a data collection mechanism (Sekaran, 2003) which used to

get valuable data enabling a researcher to derive conclusion (Morris, 1996).
Close-ended question has been set using a 5-point Likert scale in order to enable

44
respondent to be at ease in answering question as they can make quick decision
(Sekaran, 2003). The questionnaire consists of 46 questions and addressed at
first demographic characteristics, job satisfaction, organizational commitment,
perceived product quality and internal service quality. It was set in English and
was distributed to heads of department in textile factories. Some interviewer
reported they had to translate the wordings but most of the interviewee could
understand the question. This method was adopted as this allows the survey to
take a shorter time than if the survey was personally administrated.

3.6.4 Population and sample

The population consists of textile organisation in the apparel sector EPZ exports
categories.

Figure 10: EPZ exports by product category (2006)

6% Apparel
6%
4%
Others
1%
7% Watches & Clocks

Textile & Yarn

Jewellery
76%
Fish & fish Preparations

Source: (C.S.O. 2007)

45
The sample was drawn in respect to 76% of population employment size in the
EPZ sector by gender which is 18021 male and 31083 female.

Table 2: Employment in EPZ sector by gender

2004 2005 2006

Male 23,808 35% 24,564 37% 23,711 37%

Female 44,214 65% 42,367 63% 40,898 63%

Total employment in EPZ

68,022 66,931 64,609
Sector

Source: (C.S.O. 2007)

Table 3: Distribution of EPZ enterprises and employment, 2006

Enterprise Employment
Employment size
Number Percentage Cumm.% Number Percentage Cumm.%
Under 10 135 31 31 344 1 1
10 - 50 147 34 65 3,749 6 7
51 - 100 54 12 77 3,934 6 13
101 - 300 53 12 89 8,907 14 27
301 - 500 18 4 93 6,689 10 37
501 - 1000 11 3 96 7,854 12 49
More than 1000 16 4 100 33,132 51 100
TOTAL 434 100 64,609 100

Source: (C.S.O. 2007)

3.6.5 Pilot study

A pilot study was done in five textile factory, where access to employees was
easier granted, which ranged from 301 to 500 employees and 501 to 1000
employees. 40 pilot questionnaires were delivered to textile organizations’

46
department heads in the morning and 60% were collected in the end of
afternoon. The rest were collected on the next day. All questionnaires were all
properly filled and this was due to the fact that the interviewers could understand
each question as they were familiar with English and also could direct an
interview. This pilot study would have been more time consuming if the
questionnaire were personally administered and also access was easily granted.

Table 4: Coefficient Alpha Analysis for Pilot Study

No of
Variables Coeff. Alpha
questions
Job Satisfaction 20 .89
Employee commitment 15 .76
Product Quality 5 .81
Service Quality 22 .93
Source: Research Study, 2009

3.6.6 Statistical Tools Used

Data collected was input in an SPSS statistical software program. Information

retrieved was compiled on Microsoft excel in order to provide a better
examination of information provided through descriptive analysis and the
relationship is determined through inferential statistic as stated in the following
table.

47
Table 5: Summary of Hypotheses in Study

Hypotheses Variable Test

there is no relationship between job Ind:Job Satisfaction Correlation
1 satisfaction and organisational commitment Dep:Organisational Regression
Commitment
there is no relationship between organisational Ind:organisational Correlation
2 commitment and product quality commitment Regression
Dep:Product quality
there is no relationship between organisational Ind:organisational Correlation
3 commitment and service quality commitment Regression
Dep: Service quality
there is no relationship between Intrinsic Ind:Intrinsic Job Correlation
satisfaction and behavioural commitment satisfaction Regression
4
Dep:Behavioural
commitment
there is no relationship between extrinsic Ind:Extrinsic Correlation
satisfaction and attitudinal commitment satisfaction Regression
5
Dep:Attitudinal
commitment
The relationship between extrinsic satisfaction Ind:Extrinsic Correlation
and service quality is not influenced by satisfaction and Regression
6 behavioural commitment behavioural
commitment
Dep:Service quality
The relationship between extrinsic satisfaction Ind:Extrinsic Correlation
and product quality is not influenced by satisfaction and Regression
7
attitudinal commitment attitudinal commitment
Dep:Product quality
Source: Research Study, 2009

48
Chapter 4 : PRESENTATION, ANALYSIS AND DISCUSSION

OF FINDINGS

4.1 Sample Characteristics

The population consisted of 148 men and women in the Mauritian textile industry.
63 percent were women and 54 percent were men. Their age range was
between 18 and above 60 years. Seventy seven percent of employees were
under the age of 40 years and the rest were above forty.

Table 6: Gender distribution of population

Gender No %
Men 54 37
Women 94 63
Total 148 100

Source: Research Study, 2009

Table 7: Age distribution of population

Age (in years) No %
Under 20 2 1%
20 > 30 68 46%
30 > 40 44 30%
40 > 50 30 20%
50 > 60 4 3%
60 and above 0 0%
Total 148 100%

Source: Research Study, 2009

49
In the population, 66 percent were married and 27 percent were single. The rest
were divorced.

Table 8: Marital Status distribution of population

Marital status No %
Single 40 27%
Married/Cohabiting 98 66%
Divorced 10 7%
Total 148 100%

Source: Research Study, 2009

85 percent of employees interviewed went to secondary school and 9 percent

had only primary school education. It is interesting to note that 5 percent of
employees had technical training.

Table 9: Education distribution of population

Level of education No %
Primary 14 9%
Secondary F4 64 43%
SC/HSC 62 42%
Vocational 8 5%
Total 148 100%

Source: Research Study, 2009

From the tables below, it can be concluded that there is a substantial group of
young employees (30 percent) with up to 5 years of experience in the company.
Moreover, the same percentage (30 percent) has up to 10 years experience in
the industry. 23 percent has between 10 to 20 years experience and 14 percent
has over 20 years experience in the industry.

50
Table 10: Number of years in company
No years in company No %
upto 1 year 14 9%
1 to 5 44 30%
5 to 10 44 30%
10 to 15 14 9%
15 to 20 18 12%
20 and above 14 9%
Total 148 100%

Source: Research Study, 2009

Table 11: Number of years in sector

No years in sector No %
upto 1 year 10 7%
1 to 5 30 20%
5 to 10 54 36%
10 to 15 14 9%
15 to 20 20 14%
20 and above 20 14%
Total 148 100%

Source: Research Study, 2009

It can be concluded that there are still young comers to the industry and only 6
percent which has moved from another company to their present one in the same
industry. However, it is commendable to note that 28 percent of employees have
more than 15 years of service in the industry.

The sample consisted of 28 percent of Knitting, Dyeing and Finishing employees

and 39 percent of machinist employees. Finally, 34 percent of the sample
consisted of Quality Control and Maintenance employees.

51
The population can be described as equally distributed among semi-skilled,
skilled and technical workers.

Table 12: Departmental distribution of population

Factories
N %
Knitting 20 14%
Maintenance 20 14%
Q. Control 30 20%
Dyeing 10 7%
Finishing 10 7%
Machinists 58 39%
Total 148 100%

Source: Research Study, 2009

4.2 Reliability of Measures: Cronbach’s Alpha

The Cronbach’s alpha for the variables in the study were obtained and are as
presented in Table 13 below.

Table 13: Cronbach’s Alpha Analysis

Reliability of Measures: Cronbach’s Alpha

Variable No Items Alpha
Job Satisfaction 20 0.85
Organisational Commitment 15 0.78
Product Quality 5 0.85
Service Quality 22 0.92

Source: Research Study, 2009

As all results were above 0.60, then the reliability of the measuring instrument
can be considered as valid for the study (Sekaran, 2003).

52
4.3 Frequency Distributions of responses on the Likert scale

Job Satisfaction

The Job Satisfaction Questionnaire was set with twenty questions. Respondents’
answers were somewhat oriented towards being either satisfied or strongly
satisfied (fifty percent of employees). Twenty five percent of employees seemed
to be not satisfied with their employment and twenty five percent has no opinion.

Table 14: Job Satisfaction Responses

Somewhat Neither Agree
Not Agree Agree Nor Disagree Agree Strongly Agree
Keep Busy Intrinsic 8 8 16 46 22
Work Alone Intrinsic 14 23 14 38 12
Do Diff Work Intrinsic 23 23 9 39 5
Status Intrinsic 7 9 9 50 24
Manager relations Extrinsic 4 4 19 49 24
Supervisor competence Extrinsic 4 8 27 38 23
Moral values Intrinsic 4 5 11 53 27
Job Security Intrinsic 28 16 35 15 5
Help co-workers Intrinsic 1 4 16 58 20
Authority Intrinsic 16 22 23 34 5
Use own ability Intrinsic 4 1 11 64 20
Work conditions Extrinsic 11 16 39 30 4
Pay satisfaction Extrinsic 27 23 27 20 3
Advancement Extrinsic 9 15 39 30 7
Responsibility Intrinsic 9 12 16 41 22
Creativity Intrinsic 5 15 38 32 9
Working conditions General 5 15 42 31 7
Good co-workers General 9 8 15 49 19
Recognition Extrinsic 1 8 22 55 14
Happy with work Intrinsic 1 12 38 41 -

Source: Research Study, 2009

53
Organisational Commitment

The Organisational Commitment Questionnaire was set with fifteen questions.

Respondents’ answers were somewhat oriented towards being either committed
or strongly committed (sixty six percent of employees).

Table 15: Organisational Commitment Responses

Somewhat Niether Agree

Not Agree Agree Nor Disagree Agree Strongly Agree
Make Effort Atttudinal 4 4 3 54 35
Praise Work Atttudinal 3 5 14 53 26
Loyalty Atttudinal - 3 19 22 57
Participation Atttudinal 42 19 28 7 4
Value same Atttudinal 8 11 46 31 4
Proud Atttudinal 4 14 12 53 18
Change comp Behavioural - 3 26 34 38
Company support Atttudinal 8 7 30 41 15
Stability Behavioural 1 1 9 24 64
Company identification Atttudinal 1 7 24 49 19
Job prospect Behavioural 3 1 23 30 43
Organisational policies Atttudinal 19 20 35 22 4
Attachment Atttudinal 7 8 3 30 53
Best Company Atttudinal 4 12 30 31 23
Company choice Behavioural - - 16 12 72

Source: Research Study, 2009

Thirteen percent of employees seemed to be not committed and twenty one

percent had no opinion.

54
Product Quality

The Product Quality questionnaire was set with five questions. It is very striking
to note that most employees agreed to the product meeting technical
requirements.

Table 16: Product Quality Responses

Somewhat Niether Agree

Not Agree Agree Nor Disagree Agree Strongly Agree
Performance - 1 7 53 39
Product Reliable 5 - 5 57 32
Product meet Spec - 3 5 46 46
Product is durable - 1 8 47 43
Customer perception - - 7 53 41
Source: Research Study, 2009

Service Quality

Twenty two questions were set for the Service Quality questionnaire. Fifty
percent of respondents agreed that they delivered a good quality of service. It is
to be noted a significant amount of employees have a good perception that there
is a clear communication among them, more dedicated to work within a group
and they have the necessary knowledge to sustain that service quality. See
Table 17 next page.

55
Table 17: Service Quality Responses

Somewhat Niether Agree Strongly

Not Agree Agree Nor Disagree Agree Agree
Promised service 1 5 18 62 14
Handling Problem 7 12 19 47 15
Right first time 4 14 41 27 15
Provide correct information 3 11 26 47 14
Coworkers Reliable 12 9 16 51 11
Trust Coworkers 7 12 28 39 14
Safe dealing with coworkers 12 14 36 30 8
coworkers Polite and Polite 7 3 42 36 12
Coworkers Knowledge 3 5 27 50 15
Equipment up to date 3 5 19 43 30
Environment is good 7 5 41 36 11
Apperance neat and nice 3 5 35 36 20
Material is nice looking 4 5 9 61 20
Coworkers Problems 9 13 18 40 20
Working hours 9 15 26 39 11
Coworkers individual Attention - 7 28 53 12
Coworkers best Interest 5 6 14 47 28
Sensitivity to Coworkers needs 4 14 12 53 18
Clear communication - 4 9 62 24
Quick reponse to request 11 12 35 38 4
Help coworkers 7 9 20 49 15
Accomodate Request 12 8 28 41 11

Source: Research Study, 2009

56
4.4 Measures of Central Tendencies and Dispersion

The mean, Standard Deviation, Skewness, Minimum and Maximum responses

were obtained for each variable. Table 18 below shows the results.

Table 18: Measures of Central Tendencies and Dispersion

JSAT OCOM PQUAL SQUAL

N Valid 148 148 148 148
Missing 0 0 0 0
Mean 3.3986 3.7423 4.2838 3.5519
Std. Deviation 0.5506 0.4933 0.5705 0.6303
Variance 0.3031 0.2434 0.3254 0.3973
Skewness -0.7146 -0.5570 -0.4350 -0.3358
Std. Error of Skewness 0.1993 0.1993 0.1993 0.1993
Minimum 1.5000 2.0667 3.0000 1.4545
Maximum 4.5000 4.7333 5.0000 4.7727

Source: Research Study, 2009

The summary above shows that the mean response of Job Satisfaction,
Organisational Commitment and Service Quality are above average (3.4, 3.7 and
3.6 respectively). The mean of 4.3 for Product Quality indicates a rather high
perception of employees about the product quality.

Histograms for each variable were produced and are as shown in Appendix V
Furthermore, Normality graphs (Appendix VI) for the four measures were
generated and examination of the P-plots suggested a normal distribution.

4.5 Correlation Tests between Main Constructs

SPSS for Windows was used to compute correlation data between the four
variables and the results are shown in Table 19 next page.

57
Table 19: Correlation statistics for main constructs
Correlations
JSAT OCOM PQUAL SQUAL
JSAT Pearson Correlation 1.00 0.49 0.09 0.70
Sig. (2-tailed) - 0.00 0.27 0.00
N 148.00 148.00 148.00 148.00
OCOM Pearson Correlation 0.49 1.00 0.28 0.43
Sig. (2-tailed) 0.00 - 0.00 0.00
N 148.00 148.00 148.00 148.00
PQUAL Pearson Correlation 0.09 0.28 1.00 0.24
Sig. (2-tailed) 0.27 0.00 - 0.00
N 148.00 148.00 148.00 148.00
SQUAL Pearson Correlation 0.70 0.43 0.24 1.00
Sig. (2-tailed) 0.00 0.00 0.00 -
N 148 148 148 148
** Correlation is significant at the 0.01 level (2-tailed).

Source: Research Study, 2009

Following Cohen’s (1988) guidelines, the values of the correlation have been
interpreted as follows;

r = .10 to .29 or r = -.10 to -.29 weak

r = .30 to .49 or r = -.30 to -.49 moderate
r = .50 to 1.0 or r = -.50 to -1.0 high

A table showing the detailed statistics for each main hypothesis follows next
page:

58
Table 20: Statistics for main hypotheses

Independent Dependent
Hypothesis R Sig.
variables variable
Organisational
H1 Job Satisfaction 0.49 0
Commitment
Organisational
H2 Product Quality 0.28 0
Commitment
Organisational
H3 Service Quality 0.43 0
Commitment
Level of Sig. = 0.05
Source: Research Study, 2009

The computed values show that Job Satisfaction is moderately positively related
to Organisational Commitment (r = 0.49). Organisational Commitment is weakly
positively correlated with Product Quality (r = 0.28). Organisational commitment
is moderately positively correlated with Service Quality.

Further correlation tests were done between Intrinsic Satisfaction, Extrinsic

Satisfaction, Attitudinal Commitment, Behavioural Commitment, Product Quality
and Service Quality. The results are shown in Table 21 next page.

Interpreting the results, there is a strongly positively correlation between Extrinsic

Job Satisfaction and Service Quality. Extrinsic Job Satisfaction is moderately
positively correlated with Attitudinal Commitment. However, the correlation
between Extrinsic Job Satisfaction and Product Quality is weak.

Intrinsic Job Satisfaction is also positively strongly correlated with Service

Quality. The correlation between Intrinsic Satisfaction and Attitudinal
Commitment is moderate. Attitudinal Commitment is weakly correlated with
Product Quality and Service Quality.

59
Table 21: Correlation statistics for sub-hypotheses
Correlations
Intinsic Extrinsic Attitudinal Behavioural
PQUAL SQUAL
Satisfaction Satisfaction Commitment Commitment

Intinsic Pearson Correlation 1 0.6848 0.4549 0.1394 -0.0679 0.5979

Satisfaction Sig. (2-tailed) 0.0000 0.0000 0.0911 0.4123 0.0000
N 148 148 148 148 148 148
Extrinsic Pearson Correlation 0.6848 1 0.4573 0.1518 0.2432 0.6637
Satisfaction Sig. (2-tailed) 0.0000 0.0000 0.0656 0.0029 0.0000
N 148 148 148 148 148 148
Attitudinal Pearson Correlation 0.4549 0.4573 1 0.4261 0.2490 0.3843
Commitment Sig. (2-tailed) 0.0000 0.0000 0.0000 0.0023 0.0000
N 148 148 148 148 148 148
Behavioural Pearson Correlation 0.1394 0.1518 0.4261 1 0.0531 0.2254
Commitment Sig. (2-tailed) 0.0911 0.0656 0.0000 0.5219 0.0059
N 148 148 148 148 148 148
PQUAL Pearson Correlation -0.0679 0.2432 0.2490 0.0531 1 0.2357
Sig. (2-tailed) 0.4123 0.0029 0.0023 0.5219 0.0039
N 148 148 148 148 148 148
SQUAL Pearson Correlation 0.5979 0.6637 0.3843 0.2254 0.2357 1
Sig. (2-tailed) 0.0000 0.0000 0.0000 0.0059 0.0039
N 148 148 148 148 148 148
**Correlation is significant at the 0.01 level (2-tailed).

Source: Research Study, 2009

4.6 Bivariate Regression

Bivariate Linear Regression tests were done for each main hypothesis in the
study.

4.6.1 Hypothesis H1: Job Satisfaction and Organisational

Commitment

Following are results of the linear regression for hypothesis H1. The p-value is
0.000. Consequently, hypothesis H1 is supported. Thus, Job Satisfaction

60
influences Organisational Commitment. As R2 is 0.238, meaning that 24 percent
of Organisational Commitment is explained by Job Satisfaction.

Table 22: Multiple Regression Analysis between Job Satisfaction and

Organisational Commitment
Model Summaryb

Change Statistics
Adjusted Std. Error of R Square
Model R R Square R Square the Estimate Change F Change df1 df2 Sig. F Change
1 .488a .238 .233 .43217 .238 45.542 1 146 .000
a. Predictors: (Constant), JSAT
b. Dependent Variable: OCOM

ANOVAb

Sum of
Model Squares df Mean Square F Sig.
1 Regression 8.506 1 8.506 45.542 .000a
Residual 27.269 146 .187
Total 35.775 147
a. Predictors: (Constant), JSAT
b. Dependent Variable: OCOM

Coefficientsa

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 2.257 .223 10.128 .000
JSAT .437 .065 .488 6.748 .000
a. Dependent Variable: OCOM

Source: Research Study, 2009

61
4.6.2 Hypothesis H2: Organisational Commitment and Product

Quality

The p-value is 0.001. Consequently, hypothesis H2 is supported. Thus,

Organisational Commitment influences Product Quality. As R2 is 0.079, meaning
that 8 percent of Product Quality is explained by Organisational Commitment.

Table 23: Multiple Regression Analysis between Organisational Commitment and

Product Quality
Model Summaryb

Change Statistics
Adjusted Std. Error of R Square
Model R R Square R Square the Estimate Change F Change df1 df2 Sig. F Change
1 .282a .079 .073 .54927 .079 12.571 1 146 .001
a. Predictors: (Constant), OCOM
b. Dependent Variable: PQUAL

ANOVAb

Sum of
Model Squares df Mean Square F Sig.
1 Regression 3.793 1 3.793 12.571 .001a
Residual 44.048 146 .302
Total 47.841 147
a. Predictors: (Constant), OCOM
b. Dependent Variable: PQUAL

Coefficientsa

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 3.065 .347 8.843 .000
OCOM .326 .092 .282 3.546 .001
a. Dependent Variable: PQUAL

Source: Research Study, 2009

62
4.6.3 Hypothesis H3: Organisational Commitment and Service

Quality

The p-value is 0.000. Consequently, hypothesis H3 is supported. Thus,

Organisational Commitment influences Service Quality. As R2 is 0.181, meaning
that 18 percent of Service Quality is explained by Organisational Commitment.

Table 24: Multiple Regression Analysis between Organisational Commitment and

Service Quality
Model Summaryb

Change Statistics
Adjusted Std. Error of R Square
Model R R Square R Square the Estimate Change F Change df1 df2 Sig. F Change
1 .425a .181 .175 .57238 .181 32.243 1 146 .000
a. Predictors: (Constant), OCOM
b. Dependent Variable: SQUAL

ANOVAb

Sum of
Model Squares df Mean Square F Sig.
1 Regression 10.564 1 10.564 32.243 .000a
Residual 47.833 146 .328
Total 58.397 147
a. Predictors: (Constant), OCOM
b. Dependent Variable: SQUAL

Coefficientsa

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.518 .361 4.203 .000
OCOM .543 .096 .425 5.678 .000
a. Dependent Variable: SQUAL

Source: Research Study, 2009

63
4.6.4 Sub-Hypothesis H4: Relationship between Intrinsic

Satisfaction and Behavioural Commitment

The p-value is 0.091, which is greater than the α-value of 0.05. Consequently,
hypothesis H4 is not substantiated. This suggests that Intrinsic Satisfaction is not
a predictor of Behavioural Commitment of employees.

Table 25: Multiple Regression Analysis between Intrinsic Satisfaction and

Behavioural Commitment
Model Summaryb

Change Statistics
Adjusted Std. Error of R Square
Model R R Square R Square the Estimate Change F Change df1 df2 Sig. F Change
1 .139a .019 .013 .47199 .019 2.893 1 146 .091
a. Predictors: (Constant), IntinsicSatisfaction
b. Dependent Variable: BehaviouralCommitment

ANOVAb

Sum of
Model Squares df Mean Square F Sig.
1 Regression .645 1 .645 2.893 .091a
Residual 32.524 146 .223
Total 33.169 147
a. Predictors: (Constant), IntinsicSatisfaction
b. Dependent Variable: BehaviouralCommitment

Coefficientsa

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 3.870 .254 15.239 .000
IntinsicSatisfaction .124 .073 .139 1.701 .091
a. Dependent Variable: BehaviouralCommitment

Source: Research Study, 2009

64
4.6.5 Sub-Hypothesis H5: Relationship between Extrinsic

Satisfaction and Attitudinal Commitment

The p-value is 0.000, which is less than the α-value of 0.05. Consequently,
hypothesis H5 is substantiated. This suggests that Extrinsic Satisfaction is a
predictor of Attitudinal Commitment of employees. As R2 is 0.204, it is concluded
that 20.4 percent of the dependent variable Attitudinal Commitment is explained
by the predictor Extrinsic Satisfaction, which is not a weak percentage.

Table 26: Multiple Regression Analysis between Extrinsic Satisfaction and

Attitudinal Commitment
Model Summaryb

Change Statistics
Adjusted Std. Error of R Square
Model R R Square R Square the Estimate Change F Change df1 df2 Sig. F Change
1 .457a .209 .204 .47818 .209 38.606 1 146 .000
a. Predictors: (Constant), ExtrinsicSatisfaction
b. Dependent Variable: AttitudinalCommitment

ANOVAb

Sum of
Model Squares df Mean Square F Sig.
1 Regression 8.828 1 8.828 38.606 .000a
Residual 33.384 146 .229
Total 42.211 147
a. Predictors: (Constant), ExtrinsicSatisfaction
b. Dependent Variable: AttitudinalCommitment

Coefficientsa

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 2.518 .183 13.722 .000
ExtrinsicSatisfaction .337 .054 .457 6.213 .000
a. Dependent Variable: AttitudinalCommitment

Source: Research Study, 2009

65
4.6.6 Sub-Hypothesis H6: The relationship between Extrinsic

Satisfaction and Service Quality is influenced by

Behavioural Commitment

In this case we are interested in comparing the contribution of Extrinsic

Satisfaction and Behavioural Commitment, therefore we will use the beta values
[Sekaran….] on Service Quality. The largest beta coefficient is 0.644 which is for
Extrinsic Satisfaction. The Beta value for Behavioural Commitment was slightly
less (0.128) indicating that it made less of a contribution.

Table 27: Multiple Regression Analysis between Extrinsic Satisfaction,

Behavioural Commitment and Service Quality
Model Summaryb

Change Statistics
Adjusted Std. Error of R Square
Model R R Square R Square the Estimate Change F Change df1 df2 Sig. F Change
1 .676a .456 .449 .46789 .456 60.877 2 145 .000
a. Predictors: (Constant), BehaviouralCommitment, ExtrinsicSatisfaction
b. Dependent Variable: SQUAL

ANOVAb

Sum of
Model Squares df Mean Square F Sig.
1 Regression 26.654 2 13.327 60.877 .000a
Residual 31.743 145 .219
Total 58.397 147
a. Predictors: (Constant), BehaviouralCommitment, ExtrinsicSatisfaction
b. Dependent Variable: SQUAL

Coefficientsa

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) .979 .372 2.628 .010
ExtrinsicSatisfaction .559 .054 .644 10.402 .000
BehaviouralCommitment .169 .082 .128 2.060 .041
a. Dependent Variable: SQUAL

Source: Research Study, 2009

66
Checking the Sig. value, both predictors made a unique and statistically
significant contribution to the prediction of Service Quality, as the Sig. value is
less than α = 0.05. Thus Hypothesis H6 is supported.

The model explains 45.6 percent of the variance in Service Quality. Of these two
variables, Extrinsic Satisfaction makes the largest unique contribution (beta =
0.644), although Behavioural Commitment also made a statistically significant
contribution (beta = 0.128).

4.6.7 Sub-Hypothesis H7: The relationship between Extrinsic

Satisfaction and Product Quality is influenced by

Attitudinal Commitment

In this case we are interested in comparing the contribution of Extrinsic

Satisfaction and Attitudinal Commitment, therefore we will use the beta values
[Sekaran….] on Product Quality. The largest beta coefficient is 0.174 which is for
Attitudinal Commitment. The Beta value for Extrinsic Satisfaction was slightly
less (0.164) indicating that it made less of a contribution.

Table 28: Multiple Regression Analysis between Extrinsic Satisfaction, Attitudinal

Commitment and Product Quality
Model Summaryb

Change Statistics
Adjusted Std. Error of R Square
Model R R Square R Square the Estimate Change F Change df1 df2 Sig. F Change
1 .288a .083 .071 .55000 .083 6.575 2 145 .002
a. Predictors: (Constant), AttitudinalCommitment, ExtrinsicSatisfaction
b. Dependent Variable: PQUAL

67
 ANOVAb

Sum of
Model Squares df Mean Square F Sig.
1 Regression 3.978 2 1.989 6.575 .002a
Residual 43.863 145 .303
Total 47.841 147
a. Predictors: (Constant), AttitudinalCommitment, ExtrinsicSatisfaction
b. Dependent Variable: PQUAL

Coefficientsa

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 3.186 .319 9.978 .000
ExtrinsicSatisfaction .128 .070 .164 1.829 .069
AttitudinalCommitment .185 .095 .174 1.948 .053
a. Dependent Variable: PQUAL

Source: Research Study, 2009

Checking the Sig. value, both predictors made did not make a unique and
statistically significant contribution to the prediction of Service Quality, as the Sig.
values are more than α = 0.05. Thus Hypothesis H7 is not supported.

4.7 Interpretation of Findings

The figure next page shows the correlation and the pathway between each
variable. Job satisfaction components impact directly and positively on attitudinal
commitment and on service quality.

68
Figure 11: Main supported relationships in study

0.70

0.45 0.38
Intrinsic Attitudinal Service
Satisfaction Commitment Quality

0.46

Extrinsic
Satisfaction

0.66

Source: Research Study, 2009

69
4.7.1 Job Satisfaction and Organisational Commitment

Most research work has established the significant positive correlation between
job satisfaction and organizational commitment (Lalopa, 1997). However
between those two variables the chicken-and-egg debate still exist (Steers, 1977,
Glisson and Durick, 1988). According to the result obtained, a positive correlation
has been established, but only 24 percent of Organisational Commitment in
Mauritian textile factory is explained by Job Satisfaction. It was expected that job
satisfaction would have been a higher predictor of employee commitment
(Steers, 1977, Lalopa, 1997).

Having a closer look to the result obtained in the organisational commitment

survey; this unexpected outcome could be explained by the fact that twenty
percent of the employees response was in balance and thirteen percent was not
committed. Another possible explanation is; some employees in the Mauritian
textile factories are more concerned by the advantages set by the job itself than
the organisational concern. For them commitment is secondary issue. This
assumption can be related by the fact that the thirty nine percent of the
population is machinist and this category of employees have to do overtime very
often which will allow them to have relatively good earnings.

According to (Herzberg, Mausner et al., 1967) extrinsic factors such as salary,

fringe benefits “hygiene factors” are needed in order that an employee is not
dissatisfied. Also it has to be noted according to the survey, there are a
percentage of youngsters joining this sector. Actually approximately thirty percent
of the population sample had less than or five years service in their respective
organisation. As commitment is concerned by the attachment formed by an
employee to his organisation consequently may be commitment would have
been more consistent with those thirty percent if they would have a longer period
of service with their respective organisation (Mowday, Porter et al., 1982) and

70
also job satisfaction is more related to an attitude influenced by working
conditions, facets or aspect of the job itself (Wiener, 1982) compared to
commitment which is more related to a global response to an organisation
(Mowday, Porter et al., 1982).

Now this research work reveals that Attitudinal Commitment of employees is

explained by 20.4 percent Extrinsic Satisfaction, which is a weak percentage.
The highest extrinsic contributor is: the manager relationship and work
recognition. On the counter part: pay, promotion and work condition were the
lowest contributor to satisfaction. Referring to Appendix VIII those aspects of
extrinsic job satisfaction have influenced negatively on attitudinal commitment; as
they are classified as dissatisfiers but the chart shows that the relation between
those two variables is proportionally related. Further more according to Mowday
et al. (1982) attitudinal commitment is the process by which the employee will
start to think about his/her relationship with the organization. This relationship is
clearly demonstrated as in Table 15 about 89 respondents on 148 of the sample
population are willing to make that extra effort for their respective company, 79
respondents agreed that they are loyal to their respective company; 71 are proud
of their company. According to Appendix VII attitudinal commitment is highly
influenced by intrinsic satisfaction where it can be observed that a small increase
in satisfaction would give a sharp increase in employee commitment. The
intrinsic factors which are highly positively rated by employees in the Mauritian
textile factory are: employee status, helping co-workers, and use own ability. The
intrinsic factors of job satisfaction are motivators for Mauritian employee in this
sector. If hygiene factors were more of a concern for Mauritian organisation,
there would have been a substantial increase in employee commitment as
according to Appendix VII satisfaction and commitment are proportionally
positively correlated. Also according to (Glisson and Durick, 1988) those two
variables should be highly correlated it is possible to find employees who are
attached to companies beliefs and goal but not at all satisfied with their salaries.

71
4.7.2 Organisational Commitment and Product Quality

In most literature employees committed to organisation goals will yield better

quality performance level (Garvin 1986). Quality is a must (Waller and Ashire,
1996), specially in the textile industry and one of the organisational goals is
product quality (Teng and Jaramillo, 2005) and In order to have organizational
commitment to quality, employees should believe in the quality of the product
itself (Waller and Ashire, 1996).

According to (Baffour, 1999) product quality is a major performance dimension

where organisations should be able to produce product small volumes of
customised quality products for evolving non mass market. Such approach is
important for the Mauritian textile producers. However according to the result
obtained Table 15 this relationship is week as only eight percent of organisational
commitment contributed to quality and actually according to Appendix XII there is
no clear relationship between organisational commitment and product quality.

However from Table 16 most of the respondent strongly agreed that the product
meet the expected requirements. This could be explained by; for employees in
the Mauritian textile factories product quality does not depend entirely on them;
as product quality can be affected by equipment. For Gelade, Dobson et al.
(2006) there is strong evidence of the positive correlation between high level of
commitment and organisational outcomes “performance” which in turn is
associated to higher sale and customers satisfaction. Therefore if the level of
organizational commitment in the Mauritian textile industry was higher then the
results obtained should have been higher.

This research failed to demonstrate the validity of this relationship. As

commitment is more related to the employee personnel attachment to an
organisation (Mowday, Porter et al., 1982), employee in the Mauritian textile

72
industry dissociates quality and there personnel attachment with the company.
If the relationship between attitudinal and product is not so evident, it seams
according to Appendix XI the relationship between extrinsic satisfaction and
product quality is proportionally correlated though this relationship is not so
significant.

4.7.3 Organisational Commitment and Service Quality

According to (Ballantyne, 2000, p3) any functional organisation will tend to result
in a “silos effects” in turn would impact on the internal actions within the
organisation meaning that co-workers relationship would be threatened. In the
research work it is clearly set that the internal relationship between co-workers
stands right.

According to Table 17 employees responded positively to variables such as: co-

workers problems, sensitive to co-workers problem and co-workers best interest,
showing that the silos effects are not an issue. However organizational
commitment contribution to service quality is eighteen percent, which is more
commitment contribution to product quality. It is a fact according to results
obtained organizational commitment in the Mauritian textile industry is positively
weakly correlated to service quality.

Actually service delivered is strongly attached to the person delivering the service
(Rotfeld, 2001) as the human element is part of any service transaction (King and
Grace, 2005). Further more according to Appendix XIII Attitudinal commitment
there is directly proportional to service quality. For (Elmadag, Ellinger et al.,
2008) attitude and behaviours greatly influenced the service quality delivered. In
table employees’ respondent positively attitudinal commitment question where
variables such as: make extra effort, praise work, loyalty and company support
received the highest marking.

73
4.7.4 Job Satisfaction and Product/Service Quality

Job Satisfaction is mostly correlated to turnover, absenteeism (Presley, 1999)

(Lee and Mowday, 1987) and performance(Feldman and Arnold, 1985, Judge,
Locke et al., 1998, McKenna, 2000). However according to table… Job
satisfaction is highly significantly correlated to service quality. Though according
to most literature the direct relationship between job satisfaction and
product/service quality is not so obvious however according to (Lam, 1995) it is
impossible to anticipate for service quality and reliable product if job satisfaction
is absent.

According to Appendix IX and Appendix X Job Satisfaction is directly proportional

to service quality but not so obvious regarding the relationship between extrinsic
satisfaction and product quality. Job satisfaction is mostly related to the pleasure
derived from work (Locke, 1976, Glisson and Durick, 1988). According to his
research (Brown and Peterson, 1993) stated that performance is the antecedent
of job satisfaction though some literature would say the contrary and he also find
out that there is a modest positive association between those two construct.

74
Chapter 5 : CONCLUSION AND RECOMMENDATIONS

5.1 Main findings of the Study

The Mauritian textile industry is facing great difficulties to survive in this highly
competitive world. We are assisting presently many shut down of companies
who can not subsist as the selling price of that product does not match the quality
offered. More and more buyers like are shifting their production to countries such
as Bangladesh, India or China consequently most of the Asian manufactures
relocated their factory to those areas.

Today even Mauritian manufactures are relocating their make up to Madagascar

and eventually to Bangladesh and India. As example CIEL textile has relocated
practically all its knitwear production to Madagascar. However where intensive
capital investment is required for heavy sophisticated machinery, local
companies are cautious. For how long this situation would stand, nobody knows.
Recently SOCOTA relocated all his heavy equipment to Madagascar. The
Mauritian government is really concerned by this situation but companies such as
City Textile and R.T. Knits are doing quite well and they are investing on
renewable energy. Also those organisations know very well that they need to
shift segment and consequently they are taking necessary measures to position
themselves for the new ecological green product that customers are looking for.

Customers are very difficult regarding quality and delivery service. The orders
are not any more bulky for mass market but small one for higher segment with a
lot of added product value. Example Soniawear does a lot of small batch
compared to Saint Malo export which does a lot of basic product with relatively
low added value for mass market. Their respective clients are from different

75
countries and segment. However they both have the quality issue as product and
service quality depends on dedicated employees.

Job satisfaction and employee commitment are two constructs which contributes
to employee performance hence organizational goals. In this research job
satisfaction is precursor to organizational commitment. It has also been
established that job satisfaction is significantly positively moderately correlated to
organizational commitment. However organisational commitment failed to
establish a clear significant relationship with product and service quality.

The intrinsic part of satisfaction has the best response among employees in the
textile sector with variables such as: Work Status, Values compared to extrinsic
part where pay condition and working condition were the highest de motivators.
However there is a strong positive relationship between job satisfaction and
service quality. Once can deduce that even if even if important hygiene variables
such as pay and work condition are not so well serviced the correlation between
intrinsic and extrinsic satisfaction and service quality. In the Mauritian textile
organisations even salary are considered to be unsatisfied by employee,
organisation can still expect service quality to be delivered by the employees.

Even though job satisfaction can not be considered as the precursor of product
quality it factual that dissatisfaction will tend to affect negatively product quality.
If the product quality is not at an acceptable by buyers, organizations will have to
fear that they would loose business. Now would be a good strategy to deliver an
fair product with low service quality. Those two constructs though distinct must
be combined together in order to attract and withhold buyers. The difficulty
resides on how to deliver consistently the same service quality standards.

For product quality it a different issue as machinery will tailor the product
according to set standards. Employee’s task regarding product quality would be
only to see that the equipment is performing to set standards and if not that

76
particular equipment is being removed of the actual production line or if a bigger
machinery, maintenance has to fix the problem. It was expected that
organisational commitment would be a strong precursor to service quality which
would in phase with most literature. This did not show up in this research work
but attitudinal commitment shows some degree of correlation to Service quality.
This relationship could have been negatively affected by the bad response
employees have regarding the participation.

5.2 Academic Implications

Most literature and research work have associate job satisfaction with turnover,
intention to leave or stay and absenteeism. Some researches agreed on saying
that without job satisfaction it would be difficult to yield performance. Actually
according to this research work there is a strong positively correlation between
job satisfaction and Service quality. The Intrinsic variables of job satisfaction
were a higher contributor to service quality than extrinsic variables. This research
work has demonstrated that there is a direct relationship between job satisfaction
and service quality. In Mauritian textile organisation where there is a high rate of
turnover and absenteeism there would be a low level of service quality and
obviously product quality.

It has also been established that there is a positively moderately correlation of

job satisfaction and organisational commitment and that job satisfaction is a
precursor of organizational commitment. Some research did find a higher
correlation between those two constructs and according to the result obtained
Intrinsic satisfaction has nearly the same contribution of extrinsic satisfaction on
attitudinal commitment. Attitudinal commitment also know as affective
commitment is the physical attachment an employee develops with the
organization (Porter, Steers et al. 1974) and behavioural is the bond which and
employee develops with an organisation and is mostly linked with intention to

77
leave or stay (Becker 1960). Between those two construct it is attitudinal which
would correlate to service quality as attitudinal is mostly correlated to the
intention to leave or stay. Actually most employee responded positively to
attitudinal commitment than behavioural.

5.3 Managerial Implications

It is obvious that managers should pay attention to hygiene factors as if to

negative can impact on quality service provided. In order to avoid deterioration of
product and service quality managers need to have the necessary tools that they
can use to predict such negative consequences. As stated before job satisfaction
is correlated to absenteeism and turnover and according to this research work
service quality is directly related to job satisfaction which in turn is related to
turnover and absenteeism. A negative tendency in those two construct would
implicitly means a decrease in the service level and eventually in the product
also. The fastest way to correct this situation would be to give incentive or salary
increase.

According to this research work even employees are not satisfied with their
salary; managers could still influence the intrinsic variables of job satisfaction and
still keep the level of service quality. Salary increase or any other form of
monetary motivation can impact seriously on the organization profitability.
Therefore it would be interesting for managers to unveil which variables of Job
satisfaction will create that pleasant atmosphere which will foster quality. Not
knowing them could be lethal as one can impact negatively on one particular
variable without knowing what he is doing.

Consequently Managers will try to the most important element in the hygiene
factors are pay benefits. Money can be good motivators but in actual present

78
condition can be a disaster for Mauritian textile factories. However the company
need to advance

5.4 Limitations and Weaknesses of the Research

The survey was done by personally administered questionnaires. This method

allows the employees to take the questionnaires and return them back after
completion. However sometimes questionnaires were partly filled, took longer
time to come back and some were never returned. Also doubt won’t be cleared
off if the respondent has any.

5.5 Recommendations for further research

This research did not take into consideration job satisfaction at a managerial and
supervisory level. It would be interesting to asses’ job satisfaction in regards to
that level. Those person will actually drive job satisfaction and hence all
outcomes that will derive from it. Apart of been the driver they also have their
own beliefs. They have to drive satisfaction and at the same time been satisfied
themselves with the job.

This research also does not really asses the customers view on service and
product quality. What make this part more difficult is most the Mauritian Textile
buyers are abroad. To make these survey possible questionnaires would to be
send abroad. What would it very interesting is that it would possible to asses the
whole chain up to the buyers therefore allows a better view of the situation and
able mangers to take corrective measure if any

79
5.6 Conclusion

In this chapter important elements of relationship of the main variables were

presented and discussed. Previous chapters discussed the main variables and
then a proposed model was made.

The conceptual background of the hypotheses were formulated and discussed

according to know concepts. They were tested and validate and rejected when
they were not supported. Academic implications were then presented and
managerial implications were formulated.

Limitations and weaknesses of the study were formulated and recommendation

were made for further research.

80
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APPENDIX
Appendix I

Master of Business Aministration Survey Questionnaire

Job Satisfaction Questionnaire Strongly Somewhat Agree Somewhat Strongly
Disagree Disagree Nor Agree Agree
Disagree
1 Being able to keep busy all the time
IS
2 The chance to work alone on the job
IS
3 The chance to do things from time to time
IS
4 The chance to be somebody in the community
IS
5 The way my boss handles his/her workers
ES
6 The competence of my supervisor in making decisions
ES
7 Being able to do thins that don’t go against my conscience
IS
8 The way my job provides for steady employment
IS
9 The chance to do things for other people
IS
10 The chance to tell people what to do
IS
11 The chance to do something that makes use of my abilities
IS
12 The way company policies are put into practice
ES
13 My pay and the amount of work I do
ES
14 The chances for advancement on this job
ES
15 The freedom to use my own judgment
IS
16 The chance to try my own methods of doing the job
IS
17 The working conditions
GI
18 The way my coworkers get along with each other
GI
19 The praise I get for doing a good job
ES
20 The feeling of accomplishment I get from the job
IS

94
Appendix I (Contd.)

95
 Master of Business Aministration Survey Questionnaire
Sex Zome Fame Lage
Status Single Divorcer Marier ou vive Ensame
Education Primaire Form1 Jiska Form 4 SC/HSC Formation

Travail Knitting Maintenance QC Dyeing Finishing Machiniste

Ann de Service dan la compani Anner de service dan textile
Mo pa Entre
Un pe pa Vraiment
daccore daccor ek daccord
Job Satisfaction Questionnaire MSQ daccore daccore
ditou pa daccor

1 Mo travay garde moi vraiment occuper

2 Parfois la compani laisse moi fair travail la tou sel

3 Parfois mo kapave faire un lot travay

4 Parfois mo senti ki mo form parti sa travay la

5 Mo patron korek avec so ban travailleur

6 Mo superviseur prend bon decision

7 Mo pas forcer fair kitchose contre mo conscience

8 Mo travay garanti

9 Mo kapave aide mo prochain dans travail

Mo kapave dire un lot travayeur ki li bizin fair dans
10
so travay
11 Mo kapave servi mo conaissance dans mo travay

12 Condition travay dan compani bon

13 kantiter travail mo faire reflect kasse ki mo ganier

14 li possible patron donne moi un promotion

Mo kapave servi mo prope jugement pou fair un
15
travay
16 Mo kapave servi method ki mone trouve bon
17 Condition travay bon
18 Camarade travay koreck kapave travay ensame

19 La compani apprecié kan mo fair un bon travail

20 Mo travay kan bien fair mo kontent

Appendix II

96
 Master of Business Aministration Survey Questionnaire
Organizational Commitment Questionnaire
Strongly Somewhat Neither Somewhat Strongly
Disagree Disagree Agree Agree Agree
Nor
Disagree
21 I am willing to put a great deal of effort beyond that normally
expected in order to help this organization be successful a
22 I talk up this organization to my friends as a great organization
to work for a
23 I feel very little loyalty to this organization (reversed scored) a
24 I would accept almost any type of job assignment in order to
keep working for this organization a
25 I find that my values and the organization’s values are very
similar a
26 I am proud to tell others that I am part of this organization a
27 I could just as well be working for a different organization as
long as the type of work was similar (reversed Scored) b
28 This organization really inspires the very best in me in the way
of job performance. a
29 It would take very little change in my present circumstances to
cause me to leave this organization (Reverse Scored) b
30 I am extremely glad that I chose this organization to work for
over others I was considering at time I joined a
31 There’s not too much to be gained by sticking with this
organization indefinitely. (reverse scored) b
32 Often, I find it difficult to agree with this organization’s policies
on important matters relating to its employees. (reverse scored)
a
33 I really care about the fate of this organization a
34 For me this is the best of all possible organizations for which to
work a
35 Deciding to work for this organization was a definite mistake on
my part (Reverse Scored) b

97
 Appendix II (Contd.)

Master of Business Aministration Survey Questionnaire

Organizational Commitment Questionnaire OCQ Mo pa Entre
Un pe pa Vraiment
Mowday & Steers 1979 daccore daccor ek daccord
daccore daccore
ditou pa daccor
21
Mo konten fair plis zéfor pou compani vine profitable
22 Mo cause mo compani en bien avec mo ban kamarade
en dehor travay
23
Mo pas trop konten mo compani
24 Mo kapave fair nimporte ki travay jiste pou mo rest dans
la compani
25 Mo trouver mo valair moral pareil ek valair moral la
compani
26 Mo fier pou dire lezote dimoune ki mo travay pou sa
compani la
27 Mo kapave travay pou un lot compani pouvi ki mo fair
meme travay
28 Mo compani done moi tou soutien pou mo kapave fair
mo travay bien
29
Un ti zafair kapave fair moi kite travay allé
30 Mo bien konten ki mone choisir sa compani la pou
travay
31
Pena recopense pou travay pou sa compani la
32 Parfois mo pa daccord ek politic company pou bien etre
travailleur
33
Mo pou bien chagrin si la company fair failite
34
Sa company un de meilleur compani pou travail
35 Mo fine fair un grand érreur kan mo fine vine travay pou
sa compani la

98
 Appendix III

Master of Business Aministration Survey Questionnaire

Perceived Product Quality
Strongly Somewhat Neither Somewhat Strongly
Disagree Disagree Agree Nor Agree Agree
Disagree

36 The Primary product does what it

supposed to do for the customer

37 The primary product is reliable

38 The primary product conforms to its

engineering specifications
39 The primary product is durable

40 Customers have a good perception of

the quality of the primary product

Master of Business Aministration Survey Questionnaire

Perceived Product Quality
Mo pa Un pe pa Entre daccord Vraiment
dacorre daccore daccor ek daccore
ditou pa daccor
36 produit la pe respecter kality client pe
demander
37 Produit la pa gatte vitte
38 Produit la respecter tou ban
specification comme,couleur, size etc
39 Produit la solide
40 client kontent kalite produit la

99
 Appendix IV

Master of Business Aministration Survey Questionnaire

Internal Service quality battery
Strongly Somewhat Neither Somewhat Strongly
Disagree Disagree Agree Agree Agree
Nor
Disagree
41 Coworkers provide service that is promised
42 Coworkers are dependable for handling my problems
43 Coworkers performe service right the first time to avoid having
correction later
44 Coworkers provide correct and necessary information
45 Coworkers are reliable
46 I can trust my coworker
47 I feel safe deeling with my coworker
48 Coworkers are polite and Kind
49 Coworkers are Knowledgeable
50 we have up to date equipment
51 Working environment is comfortable and attractive
52 Coworkers have a neat, professional appearance
53 The materials used in the work are visaully appealing
54 Coworkers are sincerely concerned about problems
55 We have convenient working hours
56 Coworkers give me individual attenition
57 Coworkers seem to have each others best interest in mind
58 Coworkers are sensitive to my work related needs
59 My communication with coworkers is appropriate accurate and
clear
60 Coworkers respond quickly and efficiently to my request
61 coworkers are willing to help me
62 Coworkers are willing to accommodate special request and
needs.

100
 Appendix IV (Contd.)

Master of Business Aministration Survey Questionnaire

Internal Service quality battery
Mo pa Entre
Un pé pa dacor ek Vraiment
dacor dacor
dacor pa dacor dacor
ditou
Travayeur entre zote mem done bon service dans
41
travay
42 Dans travay saken aide so prochain
Dans travay un seul koute faire bon kike chose. Pa
43
bizin faire mem travay deux fois
Kolegue travay done bon information lor travail ki pe
44
faire
45 mo kapave depane lor mo kolegue travay

46 mo kapave fair confiance mo kolegue travay

mo senti moi en sékirité dans mo travay parmi mo
47
bane kolegue
48 Kolegue travail bien gentil ek poli dans travay
Bane travayeur ena un bon konaisance dan zotte
49
travay
50 Equipeman production de bon kalité
environneman travay bien bon ek bien korek pou
51
travail dans sa compani la
52 Travayeur ena ene l'aparence propre ek profesionel

53 Matiere premiere ki servi pou travay bien bon

54 Kan ena problème dans travay tou travayeur aidé

55 l'heure travay bien convenable

bane kolegue travay donne moi ene attention
56
spécial
57 kolegue defan l'intéré zotte prochain
Mo kolegue aide moi dans mo travay si mo bizin un
58
service
59 Fason ki mo cause avec mo kolegue bon
Mo ban kolegue travay repone vite a mo bane
60
demande
61 Mo ban kolegue toujours pré pou aide moi
Si mo demande mo kolegue un service special pou
62
mo travail li pa refuge moi

101
 Appendix V

Error!

Appendix I (Contd.)

102
103
 Appendix VI

Normal Q-Q Plot of OCOM

2
Expected Normal

-2

-4

2.0 2.5 3.0 3.5 4.0 4.5 5.0

Observed Value

104
 Appendix VI (Contd.)

Normal Q-Q Plot of PQUAL

1
Expected Normal

-1

-2

3.0 3.5 4.0 4.5 5.0

Observed Value

Normal Q-Q Plot of SQUAL

2
Expected Normal

-2

-4

1 2 3 4 5

Observed Value

105
 Appendix VII

AttitudinalCommitment
4.00

3.00

2.00

2.00 3.00 4.00

IntinsicSatisfaction

Appendix VIII

4.00
AttitudinalCommitment

3.50

3.00

2.50
2.00 3.00 4.00

ExtrinsicSatisfaction

106
 Appendix IX

4.00

SQUAL

3.00

2.00

2.00 3.00 4.00

ExtrinsicSatisfaction

Appendix X

4.00
SQUAL

3.00

2.00

2.00 3.00 4.00

IntinsicSatisfaction

107
 Appendix XI

5.00

4.75

PQUAL

4.50

4.25

4.00

2.00 3.00 4.00

ExtrinsicSatisfaction

Appendix XII

5.00

4.50
PQUAL

4.00

3.50

3.00

2.00 3.00 4.00

AttitudinalCommitment

108
 Appendix XIII

4.00

SQUAL

3.00

2.00

2.00 3.00 4.00

AttitudinalCommitment

109