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Muhammad Javed
Faculty of Administrative Sciences Air University Islamabad, Pakistan
Maqsood Ahmed
Faculty of Administrative Sciences Air University Islamabad, Pakistan
Mustajab Khan
MS Scholar Muhammad Ali Jinnah University Islamabad, Pakistan
Abstract
A lot of research has been done on the relationship of HR Practices and employee job
satisfaction but the main focus and theme behind those research studies has been the
developed countries. The purpose of this study is to observe the relationship between three
HR Practices i.e. (Training and Development, Rewards, Recognition) and the employee job
satisfaction in the public sector organizations of a developing country, Pakistan. Data has
been collected from the employees of various public sector organizations and then regression
and correlation have been applied to check the relationship between the dependent and
independent variables. Recognition and training and development are a key source of
employee job satisfaction in Public sector organizations of Pakistan but rewards do not have
Key Words: Training and development; Rewards; Recognition; Job satisfaction; Pakistan
Introduction
A lot of researchers have found that HR Practices are positively linked with employee job
satisfaction (Wright et al., 2003; Spector, 1997; Huselid 1995); Petrescu & Simmons, 2008).
The aim and main focus of these studies have been developed countries. The eyes did not
turn towards developing countries like Pakistan in a great deal. (Aycan et al. 2000)
found that so far very little research has been conducted in the field of HR Practices i.e.
Training and development, Rewards and Recognition in Pakistan which shows that this
The main theme of this particular research is to observe the relationship between HR
Practices (Training and development, Rewards, Recognition) and Employee Job Satisfaction
in public sector organizations of Pakistan. These HR Practices are also known as key drivers
of employee performance. Training and development is one of the key elements of employee
job satisfaction because it reduces the discrepancies in job tasks and enhances the job skills
which in result motivates the employees and lead towards job satisfaction. Employees get
extremely motivated through rewards and recognition and these two factors lead towards
employee motivation and research shows that highly motivated employees are the most
This study is extremely significant as it is a big insight for the public sector organizations of
Pakistan. Normally managers don’t focus upon the relationship of rewards and job
satisfaction, recognition and job satisfaction or training and development and job satisfaction.
So this study will enable them to make a better strategy in terms of employee job satisfaction
and to focus upon those HR practices which actually are the source of job satisfaction for
employees. Every individual employee wants satisfaction at job but organization is wasting
its resources by focusing on wrong HR practices for employee job satisfaction. This study
could be an eye opener for many organizations and may well prove to be a very productive
one.
Pakistan is one of those countries where people working in the public sector organizations are
often not sure about the job satisfaction level. The unsatisfied employees of public sector
organizations, when switch to private sector i.e. MNE's, they have been observed to be much
more satisfied, therefore it is very important for the managers to know which HR Practices
keep them satisfied and how much important role rewards, recognition and training and
development have regarding employee job satisfaction. This study can be very fruitful for HR
Managers of Public sector organizations in Pakistan as they would get a very clear idea about
the relationship of three important HR Practices and employee job satisfaction and as a result
can have much more productive employees and a decreased turn over rate in their
organizations.
Literature Review
HR Practices
HR Practices are linked with the management of human resources, activities necessary for
staffing the organization and sustaining high employee performance (Mahmood, 2004). The
compensation, rewards and recognition (Yeganeh & Su, 2008). Six HR practices selective
hiring, compensation policy, rewards, recognition, training and development and information
sharing have been studied with relation to employee job satisfaction (Dessler, 2007). The
present study examines the relationship between three HR Practices i.e training and
Job Satisfaction
Job satisfaction means what are the feelings of different employees about the different
dimensions of their jobs (Robbins, 2003). The level of satisfaction and dissatisfaction is
another aspect which is related to employee job satisfaction (Spector, 1997). Job satisfaction
may be the general behavior emerged due to different happenings at the work place; it may
be supervisor’s behavior, relationship with peers or the work environment (Janet, 1987)
.Various factors such as an employee needs and desires, social relationships, job design,
considered to be some of the key factors of job satisfaction (Byars & Rue, 1997; Moorhead
& Griffin, 1999). According to (Robbins 1999), a satisfied workforce can increase
Training is focusing on fixing a specific issue (Doyle, 1997).Training often answers the
question "what happens if" Development on the other hand takes a more global approach.
Training is related with current performance and progress of an employee while development
is related with the future performance and progress (Miller, 2006). Training is anything
offering learning experience (Paul & Anantharaman, 2003) Training helps employees is
more specific with their job and organization and as a result increases employee job
H1: Training and development is significantly and positively related with employee job
satisfaction.
Recognition
Recognition is one of the driving force towards motivating employees, it also highlights how
he/she has put in (Miller & Lawson, 1999). Recognition maintains a strong bond between
motivation and performance and as a result the level of motivation of employee’s stays very
high almost all the time (Flynn, 1998). Recognition increases level of job satisfaction and
satisfied employees are a valuable asset for any organization (Entwistle, 1997). Recognition
is often considered to be of two major types, cash and non-cash awards. Different sectors
need different ways of recognition to be applied, some sectors or segments of population may
like cash and prizes to be a easy and better way of motivation while others may like non-cash
awards because they feel that if cash is to be given as recognition than they already have
salaries and other bonuses which get consumed very quickly (Holmes, 1994) .
H2: Recognition is significantly and positively related with employee job satisfaction.
Rewards
Rewards are usually referred to as intangible returns including cash compensation and
benefits. Reward system is set of mechanisms for distributing both tangible and intangible
returns as part of an employment relationship (Rue & Byars, 1992). Rewards are also termed
as the need of an employee because when reward will be linked with the employee’s desire it
will motivate him/her to a very high level (Kalleberg, 1977). It certainly shows that what an
employee wants after performing a certain task. It has been revealed in the past researches
that rewards are very strongly correlated with job satisfaction. Rewards are positively linked
to employee job satisfaction (Gerald & Dorothee, 2004). Their research extracted one
important element that employees are more satisfied with those rewards that they actually
perceive. (Clifford, 1985) argues that employee Job satisfaction may be determined through
job rewards. There are a lot of differences between different authors related to the dimensions
of rewards and employee job satisfaction but one thing upon which almost all agree upon is
H3: Rewards are significantly and positively related to employee job satisfaction.
Employee Job
Recognition Satisfaction
Rewards
Methodology
The population for this study was public sector organizations of Pakistan, (ZTBL, NDC,
SME Bank ltd). 180 questionnaires were distributed to get response of employees while 140
useful responses were received back (77%). Convenient sampling had been used to gather
data.
The scale used for this research is highly reliable as it has been related to scales of many past
researches. This questionnaire checks the impact of HR Practices (Training and development,
satisfaction has been tested on a 17 items scale. All the items of scale have been taken from
renowned past researche studies (Clifford, 1985) job satisfaction, (Rogg, Schmidt, Shull &
Schmitt, 2001) training and development (beer, 1987) recognition, (Spector, 1995) rewards.
Job satisfaction has been measured through a 3 item scale, training and development has been
measured through 6 items scale, and 4 items have measured recognition while another 4
Questionnaires were filled under our personal supervision. The statistical tests were applied
upon the data through statistical software SPSS. Degree of association was measured by
using Pearson coefficient. Causal relationship between HR Practices and job satisfaction was
According to the data collected the respondent’s average age for 25 or below segment is
31.4, for 26-35 is 26.4, for 36-45 is 30.0 and 46 or above segment is 12.1; 55.7% of the
respondents are male while 44.3% are female. The detail description of demographics is
given in table 1.
26-35 61 43.6
36-45 17 12.1
46 or above 18 12.9
Female 62 44.3
Temporary 63 45.0
Contract 09 6.40
26,000-35,000 37 26.4
36,000-45,000 42 30.0
Reliability Analysis
Cronbach alpha is the tool used to check the reliability of any scale. According to the
statistical analysis the value of cronbach alpha ranges between 0.698-0.847. Normally 0.6 is
the minimum acceptable range for cronbach alpha. The overall reliability of scale items is
found to be 0.992. the detailed description of the value of cronbach alpha is given in table 2.
Recognition 4 0.760
Rewards 4 0.847
Correlation
Correlation analysis has been carried out to check the extent to which two quantitative
variables vary together, including the strength and direction of their relationship. The strength
of the relationship refers to the extent, to which one variable predicts the other; it can be
observed in table 3.
Table: 3 Correlations
Satisfaction Training Recognition Reward
As shown in the above table, training and development, recognition and rewards all are found
to be positively correlated with dependent variable job satisfaction. The value (r= .469)
suggests that training and development is positively correlated with job satisfaction, (r= .650)
shows that recognition is also positively correlated with job satisfaction and (r= .684) shows
that rewards are also positively correlated with job satisfaction. Correlation analysis showed
that there is positive relationship between job satisfaction and independent variables.
As shown in the above table of coefficients (a), training and development is positively
affecting the dependent variable job satisfaction as the beta value is (.266). It is shown in the
table that recognition also has a positive effect on the job satisfaction, represented by beta
value (.088) and rewards also have positive effect on the job satisfaction, represented by beta
value (.443). Independent variables, training and development and rewards are having a
positive and significant relationship with the dependent variable but recognition is not having
a significant relationship. The value of R square is .504 which means that 50.4% variation in
On the basis of above analysis, hypotheses 1 and 3 are accepted but hypothesis 2 has been
H1: Training and development is significantly and positively related with employee job Accepted
satisfaction.
H2: Recognition is significantly and positively related with employee job satisfaction. Rejected
H3: Rewards are significantly and positively related to employee job satisfaction Accepted
The findings of this research can be implemented in different ways in public sector
organizations of Pakistan. First of all training and development has a weak correlation with
employee job satisfaction which clearly indicates that training and development is not a
strong driver of job satisfaction in public sector organizations of Pakistan. Therefore serious
amount of consideration should be given to this aspect. Before allocating any sort of training
activities to employees training need analysis should be conducted so that managers should
exactly know that which kind of training should be given to employee. If employee will feel
training to be interesting and is according to the need of an employee than employees will
actively participate in trainings and that training will be much more productive and source of
satisfaction for employees. Employees will not only learn more but they will also exhibit the
learned skills at the workplace as well which will enhance the employee performance and that
will lead towards enhancement of organizational performance and then organizations will
Rewards and recognition are both strongly correlated with employee job satisfaction which is
an indication that how important employees perceive rewards and recognition for them in the
public sector organizations of Pakistan. Rewards and recognition are both very useful and
recognized tool of employee job satisfaction but both these variables act other way around if
Pakistan is a developing country and employees of public sector organizations love to get
rewards as compared to recognition, monitory rewards are of great importance because past
researches show that monitory benefits for employees of public sector organizations of
developing countries have great significance towards job satisfaction and this study also
supports this particular argument. This is why the analysis of data shows that rewards are
Future researchers need to study the relationship of job satisfaction and other HR practices in
relation with public sector organizations of Pakistan. When other HR practices will also be
investigated that will provide a very clear and broader picture to managers and it will be very
easy for them to decide that which factors lead towards job satisfaction and which do not in
and performance evaluation practices can be very fruitful for the managers of public sector
organizations and those studies will certainly increase the profitability and level of job
satisfaction of employees.
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