Research

RUNNING HEAD: RESEARCH AND ANALYSIS
REPORT 1
RESEARCH AND ANALYSIS REPORT
“STUDY OF RELATIONHIP BETWEEN WORKPLACE
ENVIRONMENT AND JOB SATIFACTION”
FATIMA SHAHID BB-15139
TUBA SHEHWAR BB-15154
BBA- 6th MORNING B
UNIVERSITY OF PUNJAB GUJRANWALA CAMPUS

RESEARCH AND ANALYSIS REPORT 2
Table of Contents
“INTRODUCTION”..................................................................................................................... 5
“CONVENTIONAL EXPLANATION” ..................................................................................... 8
1) WORKPLACE ENVIRONMENT: ..................................................................................... 8
Fig# 2.1 .................................................................................................................................... 9
Fig # 2.2 ................................................................................................................................. 10
Fig # 2.3 ................................................................................................................................. 11
Fig # 2.4 ................................................................................................................................. 11
2) JOB SATISFACTION ....................................................................................................... 12
Fig # 2.5 ................................................................................................................................. 12
Fig # 2.6 ................................................................................................................................. 14
IMPORTANCE OF JOB SATISFACTION ................................................................. 14
“PSYCHOLOGICAL THEORIES” ......................................................................................... 16
1) HERZBERG’S TWO FACTOR THEORY ....................................................................... 16
2) ABRAHAM MASLOW’S HIERARCHY OF NEEDS .................................................... 19
Fig # 3.2 ................................................................................................................................. 20
3) JOB CHARACTERISTICS MODEL ................................................................................ 21
Fig # 3.3 ................................................................................................................................. 22
4) AFFECT THEORY ........................................................................................................... 22

5) DISPOSITIONAL THEORY ............................................................................................ 23
Fig # 3.4 ................................................................................................................................. 24
6) THE BIG FIVE PERSONALITY TRAITS ....................................................................... 24
Fig # 3.5 ................................................................................................................................. 25
Fig # 3.6 ................................................................................................................................. 27
“ORGANIZATIONAL OVERVIEW” ..................................................................................... 28
Selection of Variables: ..................................................................................................... 30
“METHOD” ................................................................................................................................ 31
“INTERPRETATION” .............................................................................................................. 32
1) Correlation ......................................................................................................................... 32
“SUGGESTIONS” .................................................................................................................. 44
1. Work Environment............................................................................................................. 44
2. Job Satisfaction .................................................................................................................. 45
“APPENDICES” ......................................................................................................................... 48
APPENDIX 1: QUESTIONNAIRE .......................................................................................... 48
APPENDIX 2: DATASHEET .................................................................................................. 55
REFERENCES ............................................................................................................................ 61
ABSTRACT
Job satisfaction entails the level of contentment or fulfillment an employee drives
from his/her job. The work environment implicates the social relations at workplace and also
maintains the relationship between colleagues, supervisor and the organization. It describes the
circumstances in which employees are working and spending a better part of their day. A healthy
work environment is key for a satisfied, happy and hardworking employee. It goes without saying
that satisfied and hardworking employees are the biggest asset of any organization. Employee job
satisfaction is essential to face the dynamic and ever-increasing challenges of maintaining
productivity of the organization by keeping their workforce constantly engaged and motivated.
Furthermore, environmental pressures, rising health costs and various needs of the workforce also
pose a challenge for the management.
This could be overcome by creating a work environment that maintains employee job satisfaction
as well as motivates people towards exceptional performance at the workplace achieving work-
life balance. Long-term productivity of any organization is dependent on the level of satisfaction
of employees and work environment is one of the most important factors which influence the
satisfaction & motivational level of employees.
This report is being made to study the importance of work environment and its effect on employee
satisfaction. Moreover to clarify and emphasize this relationship a survey has been run, results
from which have also been added to completely justify the purpose of this study.
CHAPTER # 1
“INTRODUCTION”
The importance of work environment in job satisfaction cannot be underestimated. Why
do some feel good with their job schedules and accomplish better than others? Whiles some gladly
look forward to the next day’s activities at work, others feel clouded with the mere thought of the
work ahead and the next day’s activities. Many businesses fail to understand the importance of
working environment for employee job satisfaction and thus face a lot of difficulties while
execution of tasks or attainment of goals. Such organizations are internally weak and therefore fail
to outshine in the market because they lack the full potential of their backbone i.e. employees. All
businesses/ organizations should remember that employee/s is/are an essential component in the
process of achieving the mission and vision of a business. To meet the standards of organization,
employees need a working environment that allows them to work freely without problems that
may restrain them from performing up to the level of their full potential.
Several studies have been conducted to look into the relationship between employees’ level of
work satisfaction and performance. In fact, all these studies had one thing in common, thus,
employee satisfaction correlates with employees’ work environment.
The conception of workers’ satisfactions with their jobs was originally developed from the study
by Elton Mayo in the late 1920s and early 1930s at Chicago, a Western Electric Company plant
called Hawthorne. The result of the study brought to light that the working behaviors of workers
can be impacted upon by their sentiments. Social interactions along with psychological elements
are the core bases of contentment with one’s job or satisfaction with work and efficiency in
personnel. Job satisfaction has become the pillar on which performance of employees is hinged.
The most important goal among others of an organization is to exhaust the possibilities of getting
the best employee performance in order to accomplish set objectives. The working environment is
one of the most crucial factors which influence the level of satisfaction as well as motivation of its
employees. Social, organizational and physical factors are driving factors for task and activity
which consequently impact the performance of workers ‘excessively by the environment in which
they work.
The findings of a Danish study suggest that a firm can increase its productivity through the
improvement of physical dimensions of work environment like machinery, office layout,
temperature, ventilation and lighting. It also includes noise level and space. Aspects of work such
as heat, noise, and lighting have been shown to affect a number of psychological processes in both
direct and indirect ways. Noise, for example, may impair the cognitive performance of certain
kinds of tasks (Buhai, Cottini, & Nielseny, 2008).
A study by Catillo & Cano (2004) on the job satisfaction level among faculty members of colleges
showed that if proper attention is given towards interpersonal relationships, recognition and
supervision, the level of job satisfaction ultimately rises.
Bakotic & Babic (2013) found that for the workers who work under tough and overly demanding
conditions are often dissatisfied. To improve satisfaction of employees working under strenuous
and inconvenient conditions, it is necessary for the management to improve the circumstances. It
has been observed that often a good and healthy work environment trumps other extrinsic factors.
Chandrasekar (2011) argue that an organization needs to pay attention to create a work
environment that enhances the ability of employees to become more productive in order to increase
profits for organization. He also argued that Human to human interactions and relations are playing
more dominant role in the overall job satisfaction rather than money whereas management skills,
time and energy, all are needed for improving the overall performance of the organization in
current era.
CHAPTER # 2
“CONVENTIONAL EXPLANATION”
Following are the general/ conventional explanations of both variables;
1) WORKPLACE ENVIRONMENT:
The term work environment is a loose term and includes all the surrounding conditions in which
an employee operates. The work environment consists of physical conditions such as office
temperature, or equipment, such as personal computers, the physical condition of the building, a
healthy working environment and social interactions at the workplace, including interactions with
peers, subordinates, and managers. Generally, and within limits, employees are entitled to a work
environment that is free from harassment whether physical or verbal.

Fig# 2.1
A healthy workplace environment is good for the company as it could lead to bringing sales for
business. A healthy workplace environment improves productivity and reduces costs related to
absenteeism, turnover, workers’ compensation, and medical claims. Healthy does not constitute
only as needing medical attention, it could also be the outlook of the workplace and even the
surroundings. There are four aspects to look into when creating a healthy workplace environment.
Creating a healthy workplace environment does not have to be difficult or costly. A healthy
workplace environment improves productivity and reduces costs related to absenteeism, turnover,
workers’ compensation, and medical claims. There are four aspects to look into when creating a
healthy workplace environment:
 Workplace culture
 Physical environment and occupational health & safety
 Health and lifestyle practice

 Supportive workplace environment
It is ideal when it comes to maintaining a positive outcome in a stressful atmosphere, to deal with
problems as soon as possible and regularly ask for feedback on how the workplace could be
improved. The most important of workplace environment factors that either lead to engagement or
disengagement are shown in the following diagram.
Fig # 2.2
The following acronym “place” is a complete guide as to what a work environment is supposed to
be for gaining maximum employee satisfaction and productivity.

Fig # 2.3
Below mentioned are the ways to create a positive work environment;
Fig # 2.4
2) JOB SATISFACTION
Conventionally job satisfaction is defined as the feeling of content and fulfillment one drives
from his/her job. It is a result of appraisal that causes one to attain their job values or meet out
their basic needs. It helps in determining, to what extent a person likes or dislikes his/her job.
Fig # 2.5
The employee’s attitude towards the job and organization, becomes positive when they realize
that their job facilitates them in fulfilling their needs and gain values, directly (by performing
it) or indirectly (by the package they get). In short, it represents the difference between
employee’s expectations and experience he/she derives from the job. The wider the gap, the
more is the dissatisfaction. Job satisfaction is critical to high productivity, motivation and low
employee turnover. Employers face the challenges of finding ways to increase job satisfaction
so their businesses stay competitive. A global economy of discriminating consumers has
placed demands on employers never before seen. Employers face the challenges of
maintaining productivity, profitability as well as keeping their workforce engaged and satisfied
with their jobs. Those that fail to improve job satisfaction are at risk of losing their top talented
people to the competition. Supervisors and managers who maximize the potential, creative
abilities, and talents of the entire workforce have a greater competitive advantage than those
who don’t. Employees that are engaged in their work have a higher level of job satisfaction.
Motivated workers provide the health insurance businesses desperately needed in these chaotic
times.
Job Satisfaction is all about an individual’s feelings about the work, work environment, pay,
organization culture, job security and so on. The essential aspects/sources of job satisfaction
include:
ORGANIZATIONAL ENVIRONMENTAL
FACTORS FACTORS
WAGES & SALARIES SUPERVISION
PROMOTION WORK GROUPS
COMPANY POLICIES WORKING CONDITIONS
SOURCES OF JOB
SATISFACTION
WORK FACTORS PERSONAL FACTORS

AUTONOMY AND FREEDOM TENURE
VARIETY OF TASKS SECURITY
ABILITY TO USE SKILLS WORK-LIFE BALANCE
GROWTH RESPECT
Fig # 2.6
 IMPORTANCE OF JOB SATISFACTION
It is a known fact that great employees are an organization’s number one resource. Keeping
workers happy helps strengthen a company in many ways, including:

1) LOWER TURNOVER - Turnover can be one of the highest costs attributed to the HR
department. Retaining workers helps create a better environment, and makes it easier to
recruit quality talent and save money. The bottom line: satisfied employees are typically
much less likely to leave.
2) HIGHER PRODUCTIVITY – Irrespective of job title and pay grade, employees who
report high job satisfaction tend to achieve higher productivity.
3) INCREASED PROFITS – Keeping employees safe and satisfied can lead to higher sales,
lower costs and a stronger bottom line.
4) LOYALTY – When employees feel the company has their best interests at heart, they
often support its mission and work hard to help achieve its objectives. And, they may be
more likely to tell their friends, which helps spread goodwill.

CHAPTER # 3
“PSYCHOLOGICAL THEORIES”
Work has been done to understand the relationship between work environment and job
satisfaction all around the world in different contexts over the years. The study is gaining more
and more importance with the passage of time because of its nature and impact on the society.
Below mentioned are some of the studies and theories that have highlighted this relationship.
1) HERZBERG’S TWO FACTOR THEORY

Herzberg theorized individuals do not get content with just the fulfillment of basic needs at work;
minimum salary levels or safe and pleasant working conditions. Rather, individuals look for the
gratification of higher-level psychological needs having to do with achievement, recognition,
responsibility, advancement, and the nature of the work itself.
Herzberg added a new dimension to this theory by proposing a two-factor model of motivation,
based on the notion that the presence of one set of job characteristics or incentives leads to worker
satisfaction at work, while another and separate set of job characteristics leads to dissatisfaction
at work. Thus, satisfaction and dissatisfaction are not on a continuum with one increasing as the
other diminishes, but both are in fact independent phenomena. This theory suggests that to improve
job attitudes and productivity, administrators must recognize and attend to both sets of
characteristics and not assume that an increase in satisfaction leads to decrease in dissatisfaction.
Herzberg based his “two-factor theory” on data that he collected by conducting interviews with
203 engineers and accountants in the Pittsburgh, chosen because of their professions' growing
importance in the business world. From analyzing the interviews, he found that job characteristics
related to what an individual does — that is, the nature of the work one performs — apparently
have the capacity to satiate needs as achievement, competency, status, personal worth, and self-
realization, and make the individual feel satisfied.
However, the absence of such gratifying job characteristics does not appear to lead to unhappiness
and dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-
related factors as company policies, supervision, technical problems, salary, interpersonal relations
on the job, and working conditions. Thus, if management wishes to increase satisfaction on the
job, it should be concerned with the nature of the work itself — the opportunities it presents for
gaining status, assuming responsibility, and for achieving self-realization. If, on the other hand,
management wishes to reduce dissatisfaction, then it must focus on the job environment —
policies, procedures, supervision, and working conditions. If management is equally concerned
with both, then managers must give attention to both sets of job factors.
Fig # 3.1
According to Herzberg, hygiene factors are what causes dissatisfaction among employees in a
workplace. In order to remove dissatisfaction in a work environment, these hygiene factors must
be eliminated. There are several ways that this can be done but some of the most important ways
to decrease dissatisfaction would be to pay reasonable wages, ensure employees job security, and
to create a positive culture in the workplace. Eliminating dissatisfaction is only one half of the task
of the two factor theory. The other half would be to increase satisfaction in the workplace. This
can be done by improving on motivating factors. Motivation factors are needed to motivate an
employee to higher performance. Herzberg also further classified our actions and how and why
we do them, for example, if you perform a work related action because you have to then that is
classed as "movement", but if you perform a work related action because you want to then that is
classed as "motivation". Herzberg thought it was important to eliminate job dissatisfaction before
going onto creating conditions for job satisfaction because it would work against each other.
According to the Two-Factor Theory there are four possible combinations
1) High Hygiene + High Motivation: The ideal situation where employees are highly
motivated and have few complaints.
2) High Hygiene + Low Motivation: Employees have few complaints but are not highly
motivated. The job is viewed as a paycheck.
3) Low Hygiene + High Motivation: Employees are motivated but have a lot of complaints.
A situation where the job is exciting and challenging but salaries and work conditions are not up
to par.
4) Low Hygiene + Low Motivation: This is the worst situation where employees are not
motivated and have many complaints.

2) ABRAHAM MASLOW’S HIERARCHY OF NEEDS

The scientific motivation theory was addressed by Abraham Maslow for the first time. Maslow
argued that people have some needs because they are social and psychological entities and that
people have to satisfy these needs. They are analytically classified as, physiological, security,
of belonging to a group, as the need for love and creativity. Maslow model is aimed to explain
human motivation and employees' personal development needs. This theory is explained by
Maslow pyramid.
Fig # 3.2
Maslow’s ideas are very helpful for understanding the needs of people at work and for determining
what can be done to satisfy them. His theory advises managers to recognize that deprived needs
may negatively influence attitudes and behaviors. By the same token, providing opportunities for
need satisfaction may have positive motivational consequences. The figure is an illustration that
outlines some examples of how managers can use Maslow’s ideas to meet the needs of their
subordinates. The higher order self-actualization needs are served entirely by intrinsic rewards.
The esteem needs are served by both intrinsic and extrinsic rewards. Lower order needs are served
solely by extrinsic rewards (Schermerhorn, 2001: 285-286).Though there obviously are individual
differences, many psychologists believe that there are certain patterns or configurations of human
needs (Mondy, Holmes, and Flippo, 1940: 270). A common approach to establishing this need
pattern is that of developing a universal need hierarchy. Abraham Maslow has proposed one widely
accepted pattern which has been illustrated in the figure. According to Maslow individuals are
motivated to satisfy certain unsatisfied needs.
3) JOB CHARACTERISTICS MODEL
The job characteristics model, designed by Hackman and Oldham, is based on the idea that the
task itself is key to employee motivation. Specifically, a boring and monotonous job stifles
motivation to perform well, whereas a challenging job enhances motivation. Variety, autonomy
and decision authority are three ways of adding challenge to a job. Job enrichment and job rotation
are the two ways of adding variety and challenge.
It states that there are five core job characteristics (skill variety, task identity, task significance,
autonomy, and feedback) which impact three critical psychological states (experienced
meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in
turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five
core job characteristics can be combined to form a motivating potential score (MPS) for a job,
which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors.
Hackman and Oldham’s job characteristics theory proposes that core job functions instill high
motivation in employee which in turn is related to experiencing three psychological states;

Fig # 3.3
4) AFFECT THEORY
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a discrepancy between
what one wants in a job and what one has in a job. Further, the theory states that how much one
values a given facet of work (e.g., the degree of autonomy in a position) moderates how
satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values a
particular facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to one who
doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position
that offers a high degree of autonomy and less satisfied in a position with little or no autonomy
compared to Employee B. This theory also states that too much of a particular facet will produce
stronger feelings of dissatisfaction the more a worker values that facet.
5) DISPOSITIONAL THEORY
Another well-known job satisfaction theory is the Dispositional Theory.. It is a very general theory
that suggests that people have innate dispositions that cause them to have tendencies toward a
certain level of satisfaction, regardless of one’s job. This approach became a notable explanation
of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across
careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core
Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem, general
self-efficacy, locus of control and neuroticism. This model states that higher levels of self-esteem
(the value one places on his/her self) and general self-efficacy (the belief in one’s own competence)
lead to higher work satisfaction. Having an internal locus of control (believing one has control
over his/her own life, as opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction.

Fig # 3.4
6) THE BIG FIVE PERSONALITY TRAITS

The discovery of the Big Five was the result of an empirical research, and psychologists observed
that of the long list of traits prepared by them, many of them occurred together. Five big factors
were identified as general dimensions that were essentially considered for differentiating one
person from the other. These are – Openness, Conscientiousness, Extraversion, Agreeableness,
and Neuroticism. Putting the initials of the character traits together, the acronym OCEAN is
derived.
Fig # 3.5
1) OPENNESS: People who are high on openness, are imaginative as well as conservative,
and possess a down-to-earth kind of nature. They like emotions, adventure, art, unusual
ideas, possess curiosity and imagination, and like variety. They perform well in settings
involving training, and usually are capable of blooming in situations that require acquiring
new skills and flexibility. Their personality trait gets them quickly adjusted to a new job
setting.
2) CONSCIENTIOUSNESS: This personality trait refers to how much organized,
achievement-driven, dependable, punctual, and systematic a person is. It is this trait of an
individual that sets him/her apart and gives out the prediction about his /her level of
performance in a wide assortment of occupation that he or she gets involved into.

3) EXTRAVERSION: This refers to a person’s outgoing, sociable and talkative nature, and
ability to build up quick and strong interactions. They are found to be successful at jobs
involving sales, as well as jobs involving managerial responsibilities. They display
inspirational behaviors in leadership roles. They usually are happy in work environment as
they enjoy the relationships that they build up there.
4) AGREEABLENESS: This refers to the personality traits of compassion, cooperation in a
person on one hand while suspicion and antagonism on the other. They are friendly,
helpful, optimistic, and possess the willingness to sacrifice for the benefit of others. People
with a high degree of agreeableness, are liked by others and create a strong bonding with
others. They do not retaliate much when treated unfairly by others, and have the potential
of being an effective leader as well as a valuable asset for a team as they are able to create
a fair environment in a team.
5) NEUROTICISM OR EMOTIONAL STABILITY: This personality trait refers to a
person’s emotionality, temperaments, irritability, anxiousness, moodiness. It points
towards the individual’s ability to remain calm and stable, and ability to handle stress. They
generally get angry quickly, and succumb to anxiety and depression, resulting in their
inability to think clearly and handle a complicated situation. People that are high on
Neuroticism are usually low in achievements as this trait acts negatively against a
successful career. They repeatedly get unsatisfied with their job and depict intentions of
leaving, though they actually do not leave.

Fig # 3.6
For running organizational management effectively, it is very important for managers to have a
very clear understanding of the personality traits that essentially comprise the overall employee
psychology of an organization, as well as specific teams dealing with specific job responsibilities.
Every organization does not require every kind of individual personality in its organizational
climate, as it often adversely affects the organizational behavior and performance. Hence, it is
important for team leaders as well as the HR department of an organization to understand the job
design of the organization, and the requisite employee personality type that would best fit into it.
A precise knowledge of the personality and individual differences would also enhance effective
management of the organization, particularly during a reform.

CHAPTER # 4
“ORGANIZATIONAL OVERVIEW”
TCS”, a service oriented company which was established in 1983 by Khalid Nawaz Awan
is paving its way towards peak and is enjoying its success of about 33 long years. It takes all sorts
of perishable and un-perishable items and delivers them to their destinations.
Its timely service makes it one of the largest service companies in Pakistan. It has its operations
around the country as well as it is also a famous brand across the globe just because of the quality
of its services rendered at domestic level.
"TCS EXPRESS" is the hallmark of TCS. The company delivers the feelings and associations of
its clients to their loved ones residing anywhere in the country. Delivery of precious sentiments
in-time shows that customer satisfaction is the top most priority of TCS. TCS knows and cater the
needs and wants of its customers. Customer service department offers its non- stop 24 hour services
to its valuable clients to facilitate them and to prevent any sort of complain.
TCS is operating its functions in different types of services it provides to its customers for their
facilitation. These have been categorized as;
 TCS EXPRESS
 OVERLAND
 TCS HAZIR
 INTERNATIONAL EXPRESS
 TCS HAZIR SUB KUCH
 SENTIMENTS
 VISATRONIX
 TCS CONNECT
 TCS PASSPORT EXPRESS
When the company was established in 1983 it carried its operations domestically but now it serves
almost five continents and has more than 2000 locations in Pakistan. The company has its own
airline for cargo services to connect people with their loved ones across the borders.
TCS has become entirely an express and logistic service provider now- a- days. TCS deals with
international service at 2000 different destinations around the world. It is specialized in the dealing
of carriage- able and syrupy goods, documents sentiments. TCS has now become a symbol of trust
and reliability after 33 long years of trust and quality assurance. It delivers 100 million shipments
annually which is a sign of its popularity and fame. TCS does it finely because of its nationwide
network of 250 plus offices that make TCS one of the biggest service networks of Pakistan. TCS
has over 8000 professionals for this, 24 / 7hour call center, 650 plus express centers, 2000 plus
online and offline locations and a proficient and enthusiastic team of 4000 riders. It is expanding
its control globally through business partnership in UAE and London. TCS has over 3500
destinations worldwide.
 Selection of Variables:
During the course of our internship program it was our key observation that although TCS has
been successful in gathering customer trust and loyalty, it is falling somewhat short in attaining
the same from its employees. The company deals in services and has vowed to deliver beyond
customer expectations, and this very promise has made the working environment a bit too
pressured and strenuous for the employees.
After conducting a series of short interviews with the employees of the company we concluded
the following points;
 Work hours are long and strenuous
 Pay and benefits are not compensating enough for some
 Growth opportunities appear after long periods of time
 Ability to use learned skills seldom appears
 Communication gap with supervision
After the interviews it was quite clear that the employees were un-satisfied with some aspects of
their jobs. Afore mentioned reasons were the basis of our research.
CHAPTER # 5
“METHOD”
For the purpose of gathering data and conducting an analysis, the following steps were
followed
interview
selection of variables
research on varibles
formulation of
questionnaire
filliing of questionnaire
data entry and running

analysis on SPSS
intrepetation
CHAPTER # 6
“INTERPRETATION”
For the purpose of analysis two statistical techniques were employed on the data;
correlation and regression. Correlation quantifies the strength of the linear relationship between a
pair of variables, whereas regression expresses the relationship in the form of an equation.
1) Correlation
It is a statistical tool that is used to study the closeness of the relationship between two or more
variables. The variables are said to be correlated when the movement of one variable is
accompanied by the movement of another variable.
A bivariate correlation analysis was run on the computed data. The bivariate Pearson Correlation
produces a sample correlation coefficient, r, which measures the strength and direction of linear
relationships between pairs of continuous variables. The bivariate Pearson Correlation is
commonly used to measure the following:
 Correlations among pairs of variables
 Correlations within and between sets of variables
The bivariate Pearson correlation indicates the following:
 Whether a statistically significant linear relationship exists between two continuous variables
 The direction of a linear relationship (increasing or decreasing)

Following are the snapshots of the correlation analysis run on SPSS.

 INTERPRETATION:
 In the first row there is a 0.05 level i.e. 95% accuracy of relationship between time duration
and relationship. Meaning that the more time an employee spends with the organization
and his/her superior/supervisors the more positive this relationship gets.
 In the fourth row a positive relation is being shown between two categorical variables
(those that represent qualitative data); gender and age; and a continuous variable (those
that represent quantitative data); work environment. The Pearson model is not equipped to
analyze such a situation as correlation measures the changes arising between both
variables.
 In the seventh row development and growth, organizational role and relationship correlate
positively with each other and shows a significance of level 0.01 i.e. 99% accuracy.
 Development and growth positively shows a 0.01 level significance with culture, relations,
work experience and organizational roles. Meaning that with the passage of time and
professional growth employees experience a positive shift in their satisfaction levels.
 Relationships have a positive relation with culture, growth, development and experience.
Again proving the point that when an employee spends a reasonable time in the
organization he/she develops a positive attitude towards work. The correlation matrix also
justifies this by showing a 0.01 level accuracy.
 Organizational role and job experience correlate positively with growth and culture. Both
show a 0.01 scale accuracy again supporting the general fact that with growth and
understanding of a company’s culture the employee tends to become more satisfied.

2) Regression Analysis
It is a set of statistical processes for estimating the relationships among variables. It includes
many techniques for modeling and analyzing several variables, when the focus is on the
relationship between a dependent variable and one or more independent variables (also called
'predictors'). More specifically, regression analysis helps one understand how the typical value
of the dependent variable changes with change in the independent variable/s. Regression
analysis is also used to understand which among the independent variables are related to the
dependent variable, and to explore the forms of these relationships. In restricted circumstances,
regression analysis can be used to infer causal relationships between the independent and
dependent variables.
Following are the generated tables with their interpretations from the SPSS output sheet;
Variables Entered/Removed a
Variables Variables
Model Entered Removed Method
1 Job .
experience,
organizationa
l role,
culture and Enter
communicati
on,
development
and growth,
relationship
a. All requested variables entered.
b. Dependent Variable: work environment
Model – SPSS facilitates the user to specify multiple models in a single regression command. This
column the number of models being reported which in this case is 1.
Variables Entered – in this column all of the selected independent variables are shown for a single
command.
Variables Removed – This column listed the variables that were removed from the current
regression. Which in this case are none as a single linear regression has been run on the data.
Method – This column displays the method that SPSS used to run the regression. Here "Enter"
means that each independent variable was entered following the usual procedure.
Model Summary b
Adjusted R Std. Error of
Model R R Square Square the Estimate
a
1 .489 .239 -.033 4.515045
a. Predictors: (Constant), job experience, organizational
role, culture and communication, development and growth,
relationship
 Model – it shows the number of models being used.
 R – R is the square root of R-Squared and displays the correlation between the observed
and predicted values of dependent variable. A value of 0.489 gives a sound value of
prediction.
 R-Square – R2 also called the co-efficient of determination, shows the proportion of
variance in the dependent variable. This is an overall measure of the strength of association
and does not reflect the extent to which any particular independent variable is associated
with the dependent variable. From the model a 0.239 or 23.9% variability of the dependent
variable is explained by the independent variables.
 Adjusted R-square – The adjusted R-squared is a modified version of R-squared that has
been adjusted for the number of predictors in the model (5 in this case). The adjusted R-
squared increases only if the new term improves the model more than would be expected
by chance. It decreases when a predictor improves the model by less than expected by
chance. The adjusted R-squared can be negative, but it’s usually not. It is always lower
than the R-squared. Ideally the values of R-square and adjusted R-squared should be
similar or at least close to each other, a difference of 0.25 is observed between the two.\
 Std. Error of the Estimate – This is also referred to as the root mean squared error. It is
the standard deviation of the error term and the square root of the Mean Square residual or
error.
ANOVA b
Sum of Mean
Model Squares Df Square F Sig.
1 Regression 89.601 5 17.920 .879 .520a
Residual 285.399 14 20.386
Total 375.000 19
a. Predictors: (Constant), job experience, organizational role, culture and
communication, development and growth, relationship
 Regression, Residual, Total – Looking at the breakdown of variance in the outcome
variable, these are the categories we will examine: Regression, Residual, and Total. The
Total variance is partitioned into the variance which can be explained by the independent
variables (Model) and the variance which is not explained by the independent variables
(Error).
 Sum of Squares – These are the Sum of Squares associated with the three sources of
variance, Total, Regression and Residual. The Total variance is partitioned into the
variance which can be explained by the independent variables (Regression) and the
variance which is not explained by the independent variables (Residual).
 DF – These are the degrees of freedom associated with the sources of variance. The total
variance has N-1 degrees of freedom. The Regression degrees of freedom corresponds to
the number of coefficients estimated minus 1. Including the intercept, there are 5
coefficients, so the model has 6-1=5 degrees of freedom. The Error degrees of freedom is
the DF total minus the DF model, 19–5 =14.
 Mean Square – The Mean Squares are the Sum of Squares divided by their respective DF.
 F and Sig. – This is the F-statistic calculated by dividing the regression with the residual:
17.920/20.836 =0.879. if the significance value is less than 0.05 then the regression model
statistically significantly predicts the outcome variable (i.e., it is a good fit for the data).
Coefficients a
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 13.205 10.235 1.290 .218
Culture and .100 .298 .125 .337 .741
communication
Development and .427 .480 .317 .890 .388
growth
Relationship .061 .460 .057 .133 .896
Organizational role -.317 .457 -.219 -.693 .499
Job experience .335 .488 .210 .687 .503
a. Dependent Variable: work environment
 Model-This column shows the predictor variables. The first variable (constant)
represents the constant, also referred to in textbooks as the Y intercept, the height of the
regression line when it crosses the Y axis. In other words, this is the predicted value of
work environment when all other variables are 0.
 B – These are the values for the regression equation for predicting the dependent variable
from the independent variable. The regression equation is presented in many different
ways, for example:
Y predicted = b0 + b1*x1 + b2*x2 + b3*x3 + b4*x4+b5*x5
The column of estimates provides the values for b0, b1, b2, b3, b4 and b5 for this equation.
Culture and communication– The coefficient for culture and communication is .1000. So
for every unit change in work environment, a 0.100 unit change in culture and
communication is predicted, holding all other variables constant.

Development and growth – For every unit change in development and growth, we expect a
0.427 unit change in the work environment will be observed, holding all other variables
constant.
Relationship – The coefficient for relationship is .061. So for every unit change in
relationships, we expect an approximately .061 point increased betterment in the work
environment, holding all other variables constant.
Organizational role – The coefficient for organizational role is -0.317. So for every unit
change in organizational role, we expect a -0.317 point decrease in the work environment
setting
 Job experience – The coefficient for job experience is 0.335. so for every unit change or
increase in experience we expect a 0.335 positive increase in acceptance of work
environment.
 Std. Error – These are the standard errors associated with the coefficients.
 Beta – These are the standardized coefficients. These are the coefficients that you would
obtain if you standardized all of the variables in the regression, including the dependent
and all of the independent variables, and ran the regression. By standardizing the
variables before running the regression, you have put all of the variables on the same
scale, and you can compare the magnitude of the coefficients to see which one has more
of an effect. You will also notice that the larger betas are associated with the larger t-
values and lower p-values.
 t and Sig. – These are the t-statistics and their associated 2-tailed p-values used in testing
whether a given coefficient is significantly different from zero.

Residuals Statistics a
Maximu Std.
Minimum m Mean Deviation N
Predicted Value 24.15807 31.78619 28.50000 2.171601 20
Residual -10.146409 4.478185 .000000 3.875692 20
Std. Predicted -1.999 1.513 .000 1.000 20
Value
Std. Residual -2.247 .992 .000 .858 20
a. Dependent Variable: work environment
Regression analysis allows the researcher to predict an outcome based on data from one or more
explanatory variables. However the model is never perfectly accurate and each actual data point
is likely to differ slightly from the value predicted by the model. The residual is the difference
for each case between the actual outcome and the outcome predicted by the model. Often these
are termed 'errors' in prediction but perhaps more accurately they represent variance that cannot
be accounted for by the model.
The Residuals Statistics summarizes the nature of the residuals and predicted values in the
model. It gives a better understanding of the spread of values that the model predicts and the
range of error within the model.
Chapter # 7
“SUGGESTIONS”
Mentioned below are some suggestions for keeping work environment positive and
attaining high job satisfaction levels from employees.
1. Work Environment
Positive workplaces tend to exhibit a common set of traits that foster excellence, productivity and
camaraderie. Here are 12 characteristics of a healthy workplace that every organization should
focus on building.
a. Give positive reinforcement
b. Show gratitude
c. Spread happiness
d. Motivate others
e. Celebrate wins
f. Encourage positive thinking
g. Change the way you respond
h. Get moving
i. Encourage fun
j. Share your gratitude
k. Engage in random acts of kindness

2. Job Satisfaction
Understanding the psychological factors of job satisfaction will give you the ability to offer to your
team things that are truly important to them.
a. Achievement
Sometimes, it can be hard for team members to understand what they’re contributing to the big
picture. People feel more satisfied when they feel they are achieving something. Your team
members need to feel that they are part of something.
b. Feedback
Not receiving feedback on their work can be quite discouraging for most people. Effective
feedback will help your team members know where they are and how they can improve.
You also need to know what kind of feedback your team members respond to best. Research shows
that novices seek and respond to positive feedback, while experts respond to negative feedback.
In the case of negative feedback, it’s not enough to simply point out what is wrong. Explain why
something they did isn’t working, and how it might be corrected.
c. Control
Pointing out to your team members where you want them to go is great. Mapping out the exact
route they need to get there is not.
Autonomy and control are necessary for people to feel satisfied with their work. In fact,
psychologists have found that the less control people have over their jobs, the more stressful and
unsatisfying they find it.

d. Small Daily Hassles
Workers’ job satisfaction is quite sensitive to daily hassles such as unnecessary busy work, or
senseless administrative tasks. Although they might not seem like much, day-to-day irritations can
really affect job satisfaction.
The good news is, this is one of the easiest things to change, and it’s a big hit in boosting employee
satisfaction. Take a look at your current processes and see if they can be simplified.
Ask your people what their daily hassles are, and address them.
e. Organizational Support
The more organizational support people perceive, the higher job satisfaction they experience.
People want to know that their workplace cares about them. This can be expressed through a
multitude of messages, from how superiors treat them, to the benefits they receive and other, more
subtle, messages.
f. Recognition
If you don’t recognize the accomplishments of your team, you might as well tell your staff that
you don’t care about the work they do. And if you only communicate negative outcomes but don't
recognize accomplishments enough, you might discourage your team from taking risks.
You should definitely focus on the challenges your team is facing, but you should also spend some
time reflecting on how much has already been achieved. If your team feels that their achievements
matter, they will feel motivated to continue pursuing your company’s goals.
g. Physical Work Environment
Because teams will spend so much of their time in the office, the physical work environment can
really make a difference in their job satisfaction levels. But don’t think you need to plop a slide in
the middle of your office. A good desk, a little privacy, and separating the social and quiet areas
will do to start with. Add in good lighting and some plants, and your office space is already better
than many.
h. Flexibility
Offering flexibility is a great way to show your team members that you trust them. Smart people
work best when they can choose their own schedule. Flexible hours can increase engagement and
productivity. But keep in mind that they may decrease collaboration. Finding a balance will depend
on what your team is looking to achieve, but you can start with 1-2 days of remote work per week.
i. Relationship To Immediate Supervisor
Great team leaders know that their staff need both praise for their accomplishments and recognition
for their efforts. At the same time, team members should feel that they can always approach their
immediate supervisors with any questions or concerns that are affecting their performance.
Effective communication in the relationship between team members and the immediate supervisor
is crucial, and can make or break job satisfaction.
j. Work-Life Balance
Work-life balance has become a crucial element in workplace satisfaction. Although problems at
home can impact work performance, it turns out that trouble at the office is more likely to affect
personal life. Another important factor in well-being and work engagement is your team members’
ability to detach themselves from work during off-job time. A longitudinal study showed that high
job demands lead to emotional exhaustion, psychosomatic complaints and lowered work
engagement. But detachment from work during off hours buffers the impact of job stressors on
personal life. Allow your team members to distance themselves from their work when they’re off.
A no-after-hours-communication policy, except for in cases of extreme emergency, might work to
start with.
CHAPTER #8
“APPENDICES”
APPENDIX 1: QUESTIONNAIRE
Dear survey participant we are students of Punjab University and we are conducting
a research. You are requested to respond to the following questions honestly by
keeping your experiences in consideration. Your answers would be used only for
research and analysis purpose, so feel free to respond.
1. GENDER
Male Female
2. AGE
20-30 years 30-40 years Above 40 years
3. QUALIFICATION __________________________
4. YEARS SPENT WITH THE ORGANIZATION _____________________
Read the statements and tick the relevant columns ranging from strongly agree to
strongly disagree.
1. The company provides a positive work environment.
SR.
# Statements Strongly Strongly
Disagree Disagree Neutral Agree Agree
1 There is adequate noise control

to allow me to focus on my
work.
2 My workplace has set with

comfortable working hours.
3 The company culture does not

appreciate white collar crimes,
bribery, and corruption of any
sort.
4 Discrimination on the basis of

religion, Caste, Gender,
appearance or color is not
tolerated by any employee.
5 Intimidation, harassment,
abusive language is not allowed
to be administered by anyone
6 Organizational environment
appreciates good performance in
the form of rewards.
7 Environment encourages
diversified workforce to
enhance diversity of ideas and
working skills.
2. The organization’s corporate culture and communications.
SR.
1 My organization enables a
culture of diversity on the basis
of educational, regional,
religious and cultural
backgrounds.
2 Communication
System of this organization is
frequent and detailed.
3 In my time here I have
experienced that I can trust on
what the organization tells me
about its policies and conduct.
4 In this organization employees
are treated like humans, not
machines/tools.
5 I feel I can express my honest
opinions without any fear of
negative consequences.
6 Changes that may affect me are
communicated to me prior to
implementation.
7 Product quality and employee
safety is a top priority in this
organization.
8 I have a good understanding of
how this organization is doing
financially (no
bankruptcy/default issue).
9 Workers/employees can
communicate their issues to the
executives without any
hesitation.
3. I am provided with adequate resources for my training, development and growth.
SR. Statements Strongly Strongly

# Disagree Disagree Neutral Agree Agree
1 This organization provided

me initial training and also
continues to provide training
as needed.
2 This organization provides

the adequate technology,
equipment and resources I
need to do my job well.
3 I understand what is expected

for career advancement.
4 I am encouraged to explore
growth or advancement
opportunities within the
organization.
5 There is room for me to

advance in this organization
and I trust that if I do good
work, I will be considered for
a promotion.
6 Environment is supportive for

learning, training and
application of learned skills
and material
4. Relationship with supervisor.
SR Statements Strongly Strongly

.# Disagree Disagree Neutral Agree Agree
1 My supervisor treats me with

respect
2 My supervisor handles my work-

related issues and personal issues
in an adequate manner.
3 My supervisor is honest to me
about my performance.
4 My supervisor gives me room to

voice my opinions and feedback.
5 My supervisor helps me develop

to my fullest potential and I feel I
can trust and follow the direction
he/she points me in.
5. My role within the organization.
SR.
1 I like the type of work that I do

and I have a clear understanding
of my job role.
2 I am given enough authority to
make decisions I need to make.
3 I believe my job is secure and I

am valued in this organization.
4 I feel part of a team working

toward a shared goal and I
understand the importance of my
role to the success of the
organization.
5 My job makes good use of my
skills and abilities.
6. My feelings about my job experience.
SR.
1 My job provides me with a sense

of meaning and purpose
2 I feel this organization has

created an environment where I
can do my best work
3 I am willing to give extra effort

to help this organization succeed
4 I would recommend this

organization’s products/services
to friends
5 I am proud to work for this
organization
THANKS FOR YOUR TIME AND COOPERATION!

APPENDIX 2: DATASHEET
REFERENCES
o https://en.wikipedia.org/wiki/Two-factor_theory
o https://www.yourcoach.be/en/employee-motivation-theories/hackman-
oldham-job-characteristics-model.php
o https://oshwiki.eu/wiki/Job_satisfaction:_theories_and_definitions#Dispositi
onal_approach
o https://www.google.com/search?biw=1366&bih=618&tbm=isch&sa=1&ei=
qx5aW4OELcausAHqk6DwBw&q=maslow%27s+hierarchy+of+needs+job
+satisfaction&oq=hierarchy+of+needs+job+&gs_l=img.3.0.0i5i30k1j0i24k1
.8890.17423.0.20343.30.14.0.0.0.0.650.2677.4-
2j3.5.0....0...1c.1.64.img..25.4.2206...0j0i67k1j0i30k1.0.-
zLv4bKK7bY#imgrc=_
o https://iedunote.com/job-satisfaction-theories
o https://blog.bufferapp.com/how-the-big-five-personality-traits-can-help-you-
build-a-more-effective-team
o https://ebrary.net/3005/management/models_satisfaction_affect_theory
o https://www.businessnewsdaily.com/7932-create-better-work-
environment.html
o https://www.monster.com/career-advice/article/10-signs-positive-workplace
o https://good.co/blog/create-positive-work-environment/
o https://www.chartcourse.com/the-pride-system/
o https://businessjargons.com/job-satisfaction.html
o https://www.villanovau.com/resources/hr/importance-of-job-satisfaction-in-
the-workplace/#.W2CM4ExuLIU
o https://libguides.library.kent.edu/SPSS/PearsonCorr
o http://statistics-help-for-
students.com/How_do_I_interpret_data_in_SPSS_for_Pearsons_r_and_scatt
erplots.htm#.W4AhXkxuLIU
o http://www.cs.uu.nl/docs/vakken/arm/SPSS/spss3.pdf
o https://libguides.library.kent.edu/SPSS/PearsonCorr
o https://stats.idre.ucla.edu/spss/output/regression-analysis/
o https://statistics.laerd.com/spss-tutorials/multiple-regression-using-spss-
statistics.php
o http://blog.minitab.com/blog/adventures-in-statistics-2/multiple-regession-
analysis-use-adjusted-r-squared-and-predicted-r-squared-to-include-the-
correct-number-of-variables
o https://stats.idre.ucla.edu/spss/webbooks/reg/chapter1/regression-with-
spssannotated-spss-output-for-simple-regression-analysis/
o https://www.spss-tutorials.com/linear-regression-in-spss-example/
o https://statistics.laerd.com/spss-tutorials/linear-regression-using-spss-
statistics.php#
o http://www.restore.ac.uk/srme/www/fac/soc/wie/research-
new/srme/modules/mod3/14/index.html
o https://good.co/blog/create-positive-work-environment/
o https://blog.sandglaz.com/10-psychological-job-satisfaction-factors-that-
really-matter/
o https://www.ukessays.com/essays/psychology/the-concept-and-definition-
of-job-satisfaction-psychology-essay.php

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RUNNING HEAD: RESEARCH AND ANALYSIS

RESEARCH AND ANALYSIS REPORT

“STUDY OF RELATIONHIP BETWEEN WORKPLACE

ENVIRONMENT AND JOB SATIFACTION”

FATIMA SHAHID BB-15139

TUBA SHEHWAR BB-15154

BBA- 6th MORNING B

UNIVERSITY OF PUNJAB GUJRANWALA CAMPUS

“CONVENTIONAL EXPLANATION” ..................................................................................... 8

1) WORKPLACE ENVIRONMENT: ..................................................................................... 8

Fig# 2.1 .................................................................................................................................... 9

Fig # 2.2 ................................................................................................................................. 10

Fig # 2.3 ................................................................................................................................. 11

Fig # 2.4 ................................................................................................................................. 11

2) JOB SATISFACTION ....................................................................................................... 12

Fig # 2.5 ................................................................................................................................. 12

Fig # 2.6 ................................................................................................................................. 14

IMPORTANCE OF JOB SATISFACTION ................................................................. 14

“PSYCHOLOGICAL THEORIES” ......................................................................................... 16

1) HERZBERG’S TWO FACTOR THEORY ....................................................................... 16

2) ABRAHAM MASLOW’S HIERARCHY OF NEEDS .................................................... 19

Fig # 3.2 ................................................................................................................................. 20

3) JOB CHARACTERISTICS MODEL ................................................................................ 21

Fig # 3.3 ................................................................................................................................. 22

4) AFFECT THEORY ........................................................................................................... 22

5) DISPOSITIONAL THEORY ............................................................................................ 23

Fig # 3.4 ................................................................................................................................. 24

6) THE BIG FIVE PERSONALITY TRAITS ....................................................................... 24

Fig # 3.5 ................................................................................................................................. 25

Fig # 3.6 ................................................................................................................................. 27

“ORGANIZATIONAL OVERVIEW” ..................................................................................... 28

Selection of Variables: ..................................................................................................... 30

2. Job Satisfaction .................................................................................................................. 45

APPENDIX 1: QUESTIONNAIRE .......................................................................................... 48

APPENDIX 2: DATASHEET .................................................................................................. 55

satisfaction is essential to face the dynamic and ever-increasing challenges of maintaining

pose a challenge for the management.

satisfaction & motivational level of employees.

employee satisfaction correlates with employees’ work environment.

improvement of physical dimensions of work environment like machinery, office layout,

kinds of tasks (Buhai, Cottini, & Nielseny, 2008).

supervision, the level of job satisfaction ultimately rises.

environment that is free from harassment whether physical or verbal.

healthy workplace environment:

 Physical environment and occupational health & safety

 Health and lifestyle practice

 Supportive workplace environment

disengagement are shown in the following diagram.

be for gaining maximum employee satisfaction and productivity.

Below mentioned are the ways to create a positive work environment;

so their businesses stay competitive. A global economy of discriminating consumers has

WORK FACTORS PERSONAL FACTORS

 IMPORTANCE OF JOB SATISFACTION

workers happy helps strengthen a company in many ways, including:

much less likely to leave.

report high job satisfaction tend to achieve higher productivity.

lower costs and a stronger bottom line.

more likely to tell their friends, which helps spread goodwill.

1) HERZBERG’S TWO FACTOR THEORY

gratification of higher-level psychological needs having to do with achievement, recognition,

responsibility, advancement, and the nature of the work itself.

realization, and make the individual feel satisfied.

policies, procedures, supervision, and working conditions. If management is equally concerned

Y predicted = b0 + b1x1 + b2x2 + b3x3 + b4x4+b5*x5