Research Methodology

                                    3. Research Methodology

This section addresses the methods used in the research study. It consists of two parts. Theoretical Framework, which comprise of research model/ schematic diagram and hypothesis formulation and research design, which consists of population and sample of study, sampling technique, research question and response rate.

3.1 Purpose/ Aim of research study:

People prefer work that is challenging and invigorating over work that is predictable and custom. Job satisfaction is an important building block from organizations perspective. So, organizations should have conscientiousness to provide employees with jobs that are exigent and intrinsically gratifying.

A satisfied employee offer greater return in shape of high organizational performance, whether female employees are satisfied with their jobs or not is a topic of great debate. The aspire of this study is to analyses the discernment of female employees about their working environment in banking sector and telecommunication sector, their level of satisfaction and determines other factors that increase their judgment of working.

The main objectives of this study are:

·         To describe the extent of satisfaction of female employees with their supervisors, working conditions, co workers and also with various other facets of job satisfaction.

·         To determine the work related preferences of female employees.

·         To identify those factors which contribute to increase the level of satisfaction of female employees.

·         To measure the satisfaction level of employees on various factors and gives suggestions for improving the same.

3.2 Theoretical Framework:

3.2.1 Research Design:

From the above prose following research prose can be formed:

Job satisfaction

Work itself

Reward & Recognition

Pay

Promotion

Supervisors

Co workers

Innovative culture

Organizational Commitment

Organizational citizenship behavior

Employee Performance

 

3.2.2 Hypothesis formulation:

H 1 :Adverse working conditions significantly decrease the level of satisfaction.

H 2 :There exist positive relationship between fairness in pay and job satisfaction.

H 3 : Reward and recognition are directly related to job satisfaction.

H 4: Loyalty to supervisor has direct relationship with job satisfaction.

H 5: Female employees are satisfied with their co workers.

H 6 : Promotional opportunities and employees satisfaction are significantly related.

H 7 : Innovative culture increase the level of job satisfaction.

H 8 :  Job satisfaction is significantly related to Organizational commitment.

H 9 : Job satisfaction is positively correlated with organizational citizenship behavior.

H 10₁ : Job satisfaction is directly correlated with employee performance.

3.3 Research Design:

3.3.1 Population, sample size and sampling technique of study:

In this research endeavor Multi- Stage sampling technique has been used. This technique is used to identify and select best and accurate sample for study. For first stage simple random sampling technique was used and afterward stratified random sampling practice was used to congregate the data.

In Pakistan, there is 1800 Tele call centers (dunya.com) and 55 Banks (dunya.com), these banks are categorized as follows:

·         Public sector Bank                              4

·         Specialized Bank                                4

·         Private Banks                                      20 

·         Islamic Banks                                      5

·         Foreign Banks                                     7

·         Micro Finance Banks                          7

·         Development financial institution       8

The target population was telecommunication sector and banking sector of Pakistan. Female sample size of 400 has been assorted from WLL (wireless local loop), cellular companies and landline companies of telecommunication industry. On the other hand banking sector includes Local Public Bank, Local Private Bank, Foreign Banks, which are further segregated into Islamic Banks and Conventional Banks.

Sampling in banking sector and telecommunication sector:

 In first stage stratified random sampling was used. Banks were divided in 7 stratas, from these strartas, 4 stratas (Public sector banks, PVT Banks, Islamic banks, and foreign banks) were selected. Then 2 branches for each bank were selected using simple random sampling. 200 questionnaires were distributed in these selected branches. There were eight branches in total.  Similarly, telecommunication companies were divided in 3 stratas, from these stratas, 2 stratas (Local PVT, and Foreign companies) were selected. Then 5 branches for each company were selected using simple random sampling. Remaining 200 questionnaires were distributed in these selected branches and there were 10 branches in total.

3.3.2 Survey Method: (mail, interview, and questionnaire)

Survey technique has been used as a source of data collection for many times in management sciences. As this study is basically a primary research, the same approach was followed because secondary data about level of employee satisfaction in this field is hardly available. Due to budget and time constraints mailed survey was used for data collection but the response rate from this process was very slow. To cope up these dilemma connections were made with management of banks and telecommunication companies to assist us in data acquisition. As a result, response rate was getting faster and proficient

3.3.3 Response rate:

For existing research work, information concerning satisfaction level of female employees was collected from the targeted population. The female respondents were requested to respond to all questions to best of their knowledge.

As, target population was banking and telecommunication sector, one obstacle being faced during data collection process was the fewer number of female employees in these organizations. Best efforts were made to approach on the job female staff to get their responses.

Out of total sample size of 400, 365 of female employees responded back. About 40% of females are working in banking sector, as 200 questionnaires were circulated in banking sector out of which 188 responded back. Similarly, 60% females are in telecommunication sector of Pakistan, 200 questionnaires were dispersed among these female staff out of which 177 responded back. The overall response rate was 91.25% which was good representative for sample. Personal information of those respondents will be kept private and confidential.

After data compilation, SPSS 16.0 was used for data analysis.

3.3.4 Description of Instrument:

For data collection purpose questionnaire was developed.

Questionnaire include questions relating to satisfaction with pay, promotion, reward, work, supervisor, coworkers,  organizational culture and also the effect of job satisfaction on organizational commitment, organizational citizenship behavior and employee performance.

Elements of questionnaire along with their references are shown below:

Elements of questionnaire	Authors	Year
Pay	Heneman	1985
OCB	Podsakoff	1990
Innovative culture	Coulter
Supervisors	Scarpello	1987
Organizational commitment	Mowday	1979
Promotional opportunities	Cook, Weiss	1967, 1981
Co workers	Cook, Tsui	1981, 1992
Working conditions	Cook	1981
Recognition	Weiss	1967
Perceived employee performance	Self constructed	-
Job satisfaction	Cook	1981

The elements of innovative culture were self constructed while operationally defining from Management book of Robbins Coulter was:

As all these scales were customized according to the study needs, so reliability was required to be checked for all scales. The overall reliability of questionnaire was 0.897, detail of Reliability analysis and Factor analysis is given in table 4.1(page no)

3.3.5 Questionnaire:

The data collection was through questionnaire consisting of vital six elements of job satisfaction, organizational culture and effects of job satisfaction on organizational commitment, organizational citizenship behavior and employee performance. The questionnaire was devised depending upon the extensive literature review. 

Job Satisfaction

1.1  Introduction:

Human resources are the most important among all the resources an organization owns. To retain efficient and experienced workforce in an organization is very crucial in overall performance of an organization. In the present world of business, firms are considered to be competitive on the basis of competence of their human resource. In order to remain competitive, firms have to take part in increasing satisfaction level of its human capital on regular basis. Human capital development, a new notion across organizations, replaces the concept of employee development to face radical changes in the market environment. As a result, firms are more likely to realize improvement in overall financial performance due to sustaining the advantage

Human resource function must be considered as a business partner, like other partners, it provides inputs/capital in form of human skill and efforts and requires return in form of reward. Job satisfaction is also one of the basic elements of human resource management and it can be a basis providing the competitive edge to firm/s. satisfied employees can help make an organization competitively more value added and profitable

Job Satisfaction is the favorableness or un-favorableness with which the employee views his work. It is a part of life satisfaction. The nature of one’s environment of job is an important part of life as Job Satisfaction influences one’s general life satisfaction. Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow sense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances
and fair treatment by employer.

Job satisfaction is an attitude which results from balancing & summation of many specific likes and dislikes experienced in connection with the job- their evaluation may rest largely upon one’s success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends.

However, more comprehensive approach requires that many factors are to be included before a complete understanding of job satisfaction can be obtained. Such factors as employee’s age, health temperature, desire and level of aspiration should be considered. Further his family relationship, Social status, recreational outlets, activity in the organizations etc. Contribute ultimately to job satisfaction.

Females are the most ignored part of our society. There is a great deal of discussion on determining the satisfaction level of female employees working at organizational premises, by taking into consideration various facets of job satisfaction (pay, promotion, supervisors, co workers, organizational culture, working conditions, and reward and recognition) and furthermore to determine the effect of job satisfaction on organizational commitment, organizational citizenship behavior and on employee performance and the results of this research would be quiet  beneficial for managers and policy makers.

1.2 Importance of Job Satisfaction:

Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover.  It can partially mediate the relationship of personality variables and deviant work behavior. Common research finding is that job satisfaction is correlated with life style.  This correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life.  This is vital piece of information that is job satisfaction and job performance is directly related to one another. (scribd.com)

Thus it can be said that, “A happy worker is a productive worker.”  It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organization.

1.2.1 Importance to workers and organizations:

Job satisfaction and occupational success are chief factors in personal satisfaction, self-respect, self-esteem, and self-development. To the employee, job satisfaction brings a gratifying emotional state that can often leads to a positive work feelings. A satisfied worker is more likely to be creative, flexible, innovative, and loyal.  For the organization, job satisfaction of its workers means a work force that is provoked and committed to high quality performance. Increased productivity- the quantity and quality of output per hour worked- seems to be a byproduct of enhanced quality of working life. It is vital to note that the prose on the relationship between job satisfaction and productivity is neither conclusive nor consistent.

Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker self-esteem. Job satisfaction is also associated with a healthier work force and has been found to be a good indicator of permanence.

1.2.2 Workers Role in Job satisfaction:

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her
own satisfaction and well being on the job. The following suggestions can help a worker find
personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to
more challenging work and greater responsibilities, with attendant increases in pay and other
recognition. Develop excellent communication skills. Employer’s value and rewards excellent reading, listening, writing and speaking skills. Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently and effectively. This will revive boredom and often gets one noticed.

Demonstrate creativity and initiative, qualities like these are valued by most organizations and often results in recognition as well as in increased responsibilities and rewards Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done.  Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively.  See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This help to give meaning to one’s existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques.

This research is an attempt to evaluate the job satisfaction level of female employees by considering the various facets of job satisfaction and in turn to evaluate their commitment level, organizational citizenship behavior and also to view their performance in proper way in Pakistani scenario.

1.3 Summary:

In this chapter, background information on the job satisfaction and its importance towards organizational performance is discussed. Theme of the study is to devise a tool that can be used to measure the satisfaction level of female employees in the Banking Sector and Telecommunication sector of Pakistan. In the next chapter, job satisfaction and its consequences will be reviewed in order to develop conceptual framework.

Research

CHAPTER 04

RESEARCH FINDINGS

To determine the job satisfaction of female employees is the core aspires of this study. Survey was conducted to instigate this research comprehensively from scratch. Data that was collected is tabulated in following portions of this chapter.

­­

4.1 Reliability and validity analysis:

In order to assess that how much the female employees are satisfied with their jobs questionnaires were distributed among the female staff of banks and telecommunication companies. For the questionnaire evaluation pilot study was conducted and the results of pilot testing shows that the Cronbach’s alpha coefficient value for all variables in the study revealed a value of coefficient at 0.897, which shows that the questionnaire was reliable enough for data collection. Moreover to trim down the further ambiguities in questionnaire factor loading of the items of variables was also calculated and got the following results:

                    

Table 4.1: Questionnaire evaluation

Variables	Factor loading	Reliability analysis
Pay     Item 1     Item 2     Item 3	0.874 0.915 0.735	0.726
OCB     Item 1     Item 2     Item 3     Item 4     Item 5     Item 6     Item 7	0.684 0.541 0.772 0.659 0.413 0.475 0.702	0.669
Innovative Culture     Item 1     Item 2     Item 3     Item 4     Item 5     Item 6     Item 7	0.518 0.709 0.694 0.671 0.697 0.696 0.698	0.744
Supervisor     Item 1     Item 2     Item 3     Item 4     Item 5	0.611 0.687 0.750 0.736 0.690	0.640
Org Commitment     Item1     Item 2     Item 3     Item 4     Item 5	0.665 0.632 0.742 0.690 0.518	0.765
Promotion     Item 1     Item 2     Item 3	0.720 0.858 0.805	0.693
Co workers     Item 1     Item 2     Item 3	0.758 0.821 0.805	0.708
Working conditions     Item 1     Item 2     Item 3     Item 4	0.676 0.627 0.807 0.744	0.713
Recognition     Item 1     Item 2     Item 3	0.802 0.839 0.718	0.689
Per_Emp_Performance     Item 1     Item 2     Item 3     Item 4	0.633 0.820 0.836 0.762	0.670
Job satisfaction     Item1     Item 2     Item 3     Item 4     Item 5     Item 6	0.647 0.793 0.757 0.729 0.745 0.604	0.683

Table 4.1 shows the reliability analysis and factor loading of all item of the questionnaire. Factor loading help us to eliminate such questions which have minor contribution in the questionnaire.

Initially designed questionnaire consists of total 50 questions and after the pilot testing questionnaire consisting of 41 questions was distributed for actual data collection.

In this study findings are calculated by using:

1.      Descriptive statistic technique

2.      Linear regression

 4.2 Descriptive statistics and analysis:

To analyze the responses descriptive statistics was used in which the mean and standard deviation of independent variables versus dependent variable was obtained. The findings are shown below in the table:

Table 4.2.1

Descriptive statistics

 

Descriptive Statistics
	Mean	Std. Deviation	N
JOB_SATISFACTION	3.2326	.71950	364
PAY	3.3031	.95282	364
INNO_CULTURE	3.4007	.71829	364
SUPERVISOR	3.7231	.71860	364
PROMOTION	3.3864	.91191	364
CO_WORKERS	3.7564	.82723	364
WORK_CONDITIONS	3.5982	.73162	364
RRECOGNITION	3.5247	.83631	364
OCB	3.5460	.67860	365
PER_EMP_PER ORG_COMMITMENT	3.9726 3.4553	.65931 .69052	365 365

(Predictors: (constant), pay, innovative culture, supervisor, promotion, coworkers, working conditions, recognition, organizational commitment, organizational citizenship behavior, perceived employee performance.

 Dependent variable: Job Satisfaction)

This table shows the mean score and standard deviation of independent variables (pay, innovative culture, supervisor, promotion, coworkers, working conditions, recognition, organizational commitment, organizational citizenship behavior, perceived employee performance.) and dependent variable (job satisfaction). The responses were obtained using a 5 point likert scale in the questionnaire where 1= strongly disagree and 5= strongly agree.

The mean score of job satisfaction is 3.23 i.e. tendency toward mean which shows that female employees doesn’t consider their jobs a success story. The tendency of mean score of pay, innovative culture, promotion is also at mean i.e. 3 The following mean values indicating those areas where employees were most likely to be staisfied or  dissatisfied.This can be interpreted as that some females are satisfied with their company’s pay structure and they thought that their salary is as per their efforts and skills and some are of opposite views. Some respondents thought that there is a factor of spontaneity, fun and ease (innovative culture) in their organization and they can easily put forth their ideas for consideration and review and vice versa is also true for other group of employees.  Similarly, some employees are of the view that there are less advancement opportunities at their work place and some thought that they can’t easily move ahead of others in their organization.

While the mean score for other variables like supervisors, co workers, working conditions and recognition. OCB, organizational commitment and perceived employee performance is at 4 =  AGREE which shows that female employees of both banking sector and telecommunication sector are satisfied with their supervisor’s behavior, they have good relations with their co workers, they have not to force themselves to go to their workplace means that they are satisfied with the working conditions and they are of the view they are regularly praised for their good work and everyone gets what he or she deserves (promotional opportunities). There are equal promotional opportunities in both sectors. All the female employees are committed towards their organization. They feel proud in themselves for being the part of this organization and they have no regret on their decision of working with this organization. Similarly the female staff has high degree of organizational citizenship behavior in themselves which mean that they are always willing to help others who are absent or have heavy workload and they are so much loyal towards their organization that they like to obey company’s rules and regulations even when no one is watching them at their workplace. Whatever the situations are the female employees are always willing to work hard and they perform their tasks effectively, means no external factors influence their performance of working.

4.3 Regression Analysis:

In regression reliance of one variable (that is random), upon the other variable (that is non-random or fixed), can be calculated. For finding the contribution of independent variable towards dependent variable, Linear Regression was used. This statistical method is used to determine the predicted effect of independent variable on the dependent variable. Various findings of this research are discussed below:

4.3.1 Working Conditions and Job Satisfaction:

To assess that whether adverse working conditions have substantial effect on job satisfaction or not linear regression analysis is used and results are discussed below:

Table 4.3.1.1

Working conditions and Job Satisfaction

                                                                                                                                                           

Model	R	R  square	B	P
1	0.350	0.122	0.350	0.000

R value 0.350, from the table, shows that there is weak relation between working conditions and job satisfaction. As the R value is always equalents to the correlation coefficients of dependent and independent. So, this figure 0.350 also indicates weak correlation between independent variable (working conditions) and dependent variable (job satisfaction). So, the findings from the data predict that there is weak correlation (0.350) between working conditions and job satisfaction; means working conditions have no direct effect on job satisfaction.

R Square value is fraction of variation in dependent variable that is accounted for independent variable. In the findings from above mentioned table, it is clearly stated that working conditions have not so much impact on the job satisfaction. The above table clearly suggests that 12.2% (.122) changes in job satisfaction are due to working conditions and, the remaining portion may be attributed to other sources/reasons. So there is weak dependency of job satisfaction on working conditions.

Last column of the Table reports the results of the significance tests for the coefficients. P-value is reported as .000, which in this case means that the actual p-value is less than .001 and is rounded off. So, it is concluded that null hypothesis is rejected i.e adverse working conditions have no effect on level of job satisfaction. Ultimately, alternative hypothesis H₁ is proved which shows that adverse working conditions significantly decrease the level of job satisfaction.

4.3.2 Pay and Job Satisfaction:

The findings of the relationship between fairness in pay and job satisfaction is discussed below:

Table 4.3.2.1

Pay and Job Satisfaction

                                                                                                                                                           

Model	R	R  square	B	P
2	0.337	0.065	0.337	0.000

R value 0.337, from the table, shows that there is weak relation between fairness in pay and job satisfaction. So, the findings from the data predict that there is weak correlation (0.337) between pay and job satisfaction; means pay and job satisfaction are weakly correlated.

In the findings from above mentioned table R square is equal to 0.065, it is clearly stated that pay have weak impact on the job satisfaction. The above table clearly suggests that 6.5% (.065) changes in job satisfaction are due to pay and, the remaining portion may be attributed to other sources/reasons. So there is weak dependency of job satisfaction on pay.

 P-value is reported as .000, which in this case means that the actual p-value is less than .001 and is rounded off. So, it is concluded that the null hypothesis H₀ will be rejected i.e pay and job satisfaction are not positively related. Ultimately, the findings prove hypothesis H₂ There exist positive relationship between fairness in pay and job satisfaction.

4.3.3 Reward, Recognition and Job Satisfaction:

The findings of the relationship between fairness in pay and job satisfaction is discussed below:

Table 4.3.3.1

Reward, Recognition and Job Satisfaction

                                                                                                                                                           

Model	R	R  square	B	P
3	0.337	0.113	0.337	0.000

R value 0.337, from the table, shows that there is weak relation between recognition and job satisfaction. As the R value is always equalent to the correlation coefficients of dependent and independent. So, this figure 0.337 also indicates weak correlation between independent variable (reward, recognition) and dependent variable (job satisfaction). So, the findings from the data predict that there is weak correlation (0.337) between reward, recognition and job satisfaction; means reward, recognition and job satisfaction are weakly correlated.

In the findings from above mentioned table R square is equal to 0.113, it is clearly stated that reward, recognition have weak impact on the job satisfaction. The above table clearly suggests that 11.3% (.065) changes in job satisfaction are due to reward, recognition and, the remaining portion may be attributed to other sources/reasons. So there is weak dependency of job satisfaction on reward, recognition.

Last value, P-value is reported as .000, which in this case means that the actual p-value is less than .001 and is rounded off. So, it is concluded that the null hypothesis H₀ will be rejected or that Reward and recognition are not directly related to job satisfaction. Ultimately, the findings prove, alternate hypothesis H₃ that Reward and recognition are directly related to job satisfaction.

4.3.4 Supervisor and Job Satisfaction:

The findings of the relationship between loyalty to supervisor and job satisfaction are discussed here under:

Table 4.3.4.1

Supervisor and Job Satisfaction

                                                                                                                                                           

Model	R	R  square	B	P
4	0.230	0.053	0.230	0.000

R value 0.230, from the table, shows that there is weak relation between loyalty to supervisor and job satisfaction. So, this figure 0.230 also indicates weak correlation between independent variable (supervisor) and dependent variable (job satisfaction). So, the findings from the data predict that there is weak correlation (0.230) between supervisor and job satisfaction; means supervisor and job satisfaction are weakly correlated.

In the findings from above mentioned table R square is equal to 0.053, it is clearly stated that supervisor have weak impact on the job satisfaction. The above table clearly suggests that 5.3% (.053) changes in job satisfaction are due to loyalty to supervisor and, the remaining portion may be attributed to other sources/reasons. So there is weak dependency of job satisfaction on loyalty to supervisor.

Last column of the Table reports that P-value is reported as .000, which in this case means that the actual p-value is less than .001 and is rounded off. So, it is concluded that the null hypothesis H₀ will be rejected or Loyalty to supervisor has indirect relationship with job satisfaction.

Ultimately, the findings prove alternate hypothesis H₄ that Loyalty to supervisor has direct relationship with job satisfaction.

4.3.5 Co workers and Job Satisfaction:

The findings of the relationship between happiness with co workers and job satisfaction are discussed here under:

Figure 4.3.5.1

Co workers and Job Satisfaction

                                                                                                                                                           

Model	R	R  square	B	P
5	0.135	0.018	0.135	0.10

R value 0.135, from the table, shows that there is weak relation between happiness with co workers and job satisfaction. This figure 0.135 also indicates weak correlation between independent variable (co workers) and dependent variable (job satisfaction). So, the findings from the data predict that there is weak correlation (0.135) between co workers and job satisfaction; means happiness with co workers and job satisfaction are weakly correlated.

In the findings from above mentioned table R square is equal to 0.018, it is clearly stated that co workers have weak impact on the job satisfaction. The above table clearly suggests that 1.8% (.018) changes in job satisfaction are due to happiness with co workers and, the remaining portion may be attributed to other sources/reasons. So there is weak dependency of job satisfaction on happiness with co workers.

Last column of the Table reports the results of the significance tests for the coefficients. P-value is reported as .010, which in this case means that the actual p-value is more than .001 and is rounded off. So, it is concluded that the null hypothesis H₀ will be accepted or Female employees are not satisfied with their co workers. Ultimately, the findings reject our alternate hypothesis H₅ that Female employees are satisfied with their co workers.

4.3.6 Promotional opportunities and Job Satisfaction:

The findings of the relationship between promotional opportunities and job satisfaction are discussed here under:

Table 4.3.6.1

Promotional opportunities and Job Satisfaction

                                                                                                                                                           

Model	R	R  square	B	P
6	0.386	0.149	0.386	0.000

R value 0.386, from the table, shows that there is weak relation between promotional opportunities and job satisfaction. As the R value is always equalent to the correlation coefficients of dependent and independent. So, this figure 0.386 also indicates weak correlation between independent variable (promotional opportunities) and dependent variable (job satisfaction). So, the findings from the data predict that there is weak correlation (0.386) between promotional opportunities and job satisfaction; means promotional opportunities and job satisfaction are weakly correlated.

In the findings from above mentioned table R square is equal to 0.149, it is clearly stated that promotional opportunities have weak impact on the job satisfaction. The above table clearly suggests that 1.5% (.149) changes in job satisfaction are due to promotional opportunities and, the remaining portion may be attributed to other sources/reasons. So there is weak dependency of job satisfaction on promotional opportunities.

 P-value is reported as .000, which in this case means that the actual p-value is less than .005 and is rounded off. So, it is concluded that the null hypothesis H₀ will be rejected or Promotional opportunities and employees satisfaction are insignificantly related. Ultimately, the findings prove alternate hypothesis H₆ that Promotional opportunities and employees satisfaction are significantly related.

4.3.7 Innovative culture and Job Satisfaction:

The findings of the relationship between innovative culture and job satisfaction are discussed here under:

Figure 4.3.7.1

Innovative culture and Job Satisfaction

                                                                                                                                                           

Model	R	R  square	B	P
7	0.405.	0.164	0.405	0.000

R value 0.405, from the table, shows that there is weak relation between innovative culture and job satisfaction. So, this figure 0.405 also indicates weak correlation between independent variable (innovative culture) and dependent variable (job satisfaction). So, the findings from the data predict that there is weak correlation (0.405) between innovative culture and job satisfaction; means innovative culture and job satisfaction are weakly correlated.

In the findings from above mentioned table R square is equal to 0.164 it is clearly stated that innovative culture have weak impact on the job satisfaction. The above table clearly suggests that 16.4% (.164) changes in job satisfaction are due to innovative culture of organization and, the remaining portion may be attributed to other sources/reasons. So there is weak dependency of job satisfaction on innovative culture.

Last column of the Table reports the results of the significance tests for the coefficients. P-value is reported as .000, which in this case means that the actual p-value is less than .001 and is rounded off. So, it is concluded that the null hypothesis H₀ will be rejected or Innovative culture doesn’t increase the level of job satisfaction. Ultimately, the findings prove our alternate hypothesis H₇ that Innovative culture increases the level of job satisfaction, means that workers are rewarded for their risk taking activities and they can easily participate in organizations day to day activities.

4.3.8 Job Satisfaction and organizational commitment:

The findings of the relationship between organizational commitment and job satisfaction are discussed below:

Table 4.3.8.1

Organizational commitment and Job Satisfaction

                                                                                                                                                           

Model	R	R  square	B	P
8	0.467	0.218	0.467	0.000

R value 0.467, from the table, shows that there is weak relation between organizational commitment and job satisfaction. As the R value is always equalent to the correlation coefficients of dependent and independent. So, this figure 0.467 also indicates weak correlation between independent variable (job satisfaction) and dependent variable (organizational commitment). So, the findings from the data predict that there is weak correlation (0.467) between job satisfaction and organizational commitment; means job satisfaction and organizational commitment is weakly correlated.

In the findings from above mentioned table R square is equal to 0.218, it is clearly stated that job satisfaction have weak impact on organizational commitment. The above table clearly suggests that 21.8% (0.218) changes in organizational commitment are due to job satisfaction and, the remaining portion may be attributed to other sources/reasons. So there is weak dependency of organizational commitment on job satisfaction.

Last column of the Table reports the results of the significance tests for the coefficients. P-value is reported as .000, which in this case means that the actual p-value is less than .001 and is rounded off. So, it is concluded that the null hypothesis H₀ will be rejected or Job satisfaction is insignificantly related to Organizational commitment.

 Ultimately, the findings prove our alternate hypothesis H₈ that Job satisfaction is significantly related to Organizational commitment.

4.3.9 Job Satisfaction and organizational citizenship behavior:

The findings of the relationship between organizational citizenship behavior and job satisfaction are discussed below:

Table 4.3.9.1

Organizational citizenship behavior and Job Satisfaction

                                                                                                                                                           

Model	R	R  square	B	P
9	0.309	0.095	0.309	0.000

R value 0.309, from the table, shows that there is weak relation between organizational citizenship behavior and job satisfaction. As the R value is always equalent to the correlation coefficients of dependent and independent. So, this figure 0.309 also indicates weak correlation between independent variable (job satisfaction) and dependent variable (organizational citizenship behavior). So, the findings from the data predict that there is weak correlation (0.309) between job satisfaction and organizational citizenship behavior; means job satisfaction and organizational citizenship behavior is weakly correlated.

In the findings from above mentioned table R square is equal to 0.095, it is clearly stated that job satisfaction have weak impact on organizational citizenship behavior. The above table clearly suggests that 9.5% (0.095) changes in organizational citizenship behavior are due to job satisfaction and, the remaining portion may be attributed to other sources/reasons. So there is weak dependency of organizational citizenship behavior on job satisfaction.

 P-value is reported as .000, which in this case means that the actual p-value is less than .001 and is rounded off. So, it is concluded that the null hypothesis H₀ will be rejected or Job satisfaction is negatively correlated with organizational citizenship behavior. Ultimately, the findings prove alternate hypothesis H₉ that Job satisfaction is positively correlated with organizational citizenship behavior.

4.3.10 Job Satisfaction and perceived employee performance

The findings of the relationship between perceived employee performance and job satisfaction are discussed below:

Table 4.3.10.1

Perceived employee performance and Job Satisfaction

                                                                                                                                                           

Model	R	R  square	B	P
10	0.225	0.050	0.225	0.000

R value 0.225, from the table, shows that there is weak relation between perceived employee performance and job satisfaction. As the R value is always equalent to the correlation coefficients of dependent and independent. So, this figure 0.225 also indicates weak correlation between independent variable (job satisfaction) and dependent variable (perceived employee performance). So, the findings from the data predict that there is weak correlation (0.225) between job satisfaction and perceived employee performance; means job satisfaction and perceived employee performance is weakly correlated.

In the findings from above mentioned table R square is equal to 0.050, it is clearly stated that job satisfaction have weak impact on perceived employee performance. The above table clearly suggests that 5% (0.050) changes in perceived employee performance are due to job satisfaction and, the remaining portion may be attributed to other sources/reasons. So there is weak dependency of perceived employee performance on job satisfaction.

Last column of the Table reports the results of the significance tests for the coefficients. P-value is reported as .000, which in this case means that the actual p-value is less than .001 and is rounded off. So, it is concluded that the null hypothesis H₀ will be rejected or: Job satisfaction is indirectly correlated with perceived employee performance ultimately, the findings prove our alternate hypothesis H₁₀ that Job satisfaction is directly correlated with perceived employee performance.