| Title : | Impact of employee participation on job satisfaction and employee performance in Nepalese commercial banks | | Material Type: | printed text | | Authors: | Manjit Shrestha, Author | | Publication Date: | 2018 | | Pagination: | 91p. | | Size: | GRP/Thesis | | Accompanying material: | 11/B | | Languages : | English | | Descriptors: | Job satisfaction
| | Class number: | 658.312 | | Abstract: | Employee satisfaction is important for bank’s success and survival. Job satisfaction is a measure of how happy workers are with their jobs and working environment. There are many factors involved in improving or maintaining high satisfaction rates, which wise employers would do well to implement. Job satisfaction is considered to be a critical success factor for organizations. Importance of job satisfaction for banks is increasing because it enhances employee retention, increase productivity, increase customer satisfaction, reduce turnover, recruiting, and training costs, enhance customer satisfaction and loyalty, more energetic employees, improve teamwork and ultimately increase the employee performance of banks.
This study attempts to examine the relationship between employee participation on job satisfaction and employee performance in Nepalese commercial banks. The study is based on primary data of 21 commercial banks with 180 observations. Data and information have been collected from questionnaire survey method. The research design adopted in this study is descriptive and causal comparative research design as it deals with the relationship between employee participation on job satisfaction and employee performance of Nepalese commercial banks.
The result shows that majority of respondents are male (61.1 percent). The rest of the respondents are female (38.8 percent). Majority of the respondents, i.e. 75 out of 180 respondents lie in the age group 25-29 years, constituting 41.6 percent of total respondents. 46 respondents constituting 25.5 percent of total respondents are in the age group 20-24 years. Similarly, among 180 respondents, 34 respondents lie in the age group of 30-34 years which is 18.8 percent of total respondents. Similarly, age group of above 40 years constitutes 17 respondents in numbers and 9.4 in percentage, whereas 8 respondents lie in age group 35-39 years constituting 4.4 percent of total respondents. Majority of the respondents are in officer level 55 in frequency and 30.5 percent. Manager constitutes 43 respondent comprising 23.8 percent of total respondents. Similarly, management trainee constitutes 28 respondents representing 15.5 percent of total respondents. Supervisor constitutes 28 respondents representing 15.5 percent. However, 26 respondents are assistant level constituting 14.4 percent of total respondents.
The shows that reward is positively correlated to employee job satisfaction. It indicates that better the reward system, higher would be the employee job satisfaction. Similarly, decision making has positive relationship with employee job satisfaction. It shows that increase in the participation of employees in decision making leads to increase in employee job satisfaction. Likewise, communication has positive relationship with employee job satisfaction. It states that better communication among co-workers and supervisors leads to increase in employee job satisfaction. The result also shows that training has positive relationship with employee job satisfaction. It shows that increase in the training leads to increase in employee job satisfaction. Similarly, the result also shows that motivation is positively related to employee job satisfaction. It indicates that higher the level of motivation, higher would be the employee job satisfaction.
The regression results show that beta coefficients for communication and job structure are positive with job satisfaction. The results also show that beta coefficient for training, reward, decision making and employee motivation are positive with employee performance in the context of Nepalese commercial banks.Likewise, the beta coefficients for decision making are positive with employee job satisfaction. It indicates that there is a positive impact of decision making on employee job satisfaction.Similarly, the beta coefficients for reward are positive with employee job satisfaction. It indicates that reward has positive impact on employee job satisfaction. Likewise, the beta coefficients for training are positive with job satisfaction. It reveals that training has positive impact on job satisfaction.
The regression result shows the beta coefficients for decision making are positive with employee performance. It indicates that there is a positive impact of decision making on employee job performance. Similarly, the beta coefficients for training are positive with employee performance. It reveals that training has positive impact on employee performance. Likewise, the beta coefficients for employee motivation are positive with employee job performance. It indicates that there is a positive impact of employee motivation on employee job performance. Similarly, the beta coefficients for job structure are positive with employee performance. It indicates that there is a positive impact of job structure on employee performance.
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Impact of employee participation on job satisfaction and employee performance in Nepalese commercial banks [printed text] / Manjit Shrestha, Author . - 2018 . - 91p. ; GRP/Thesis + 11/B. Languages : English | Descriptors: | Job satisfaction
| | Class number: | 658.312 | | Abstract: | Employee satisfaction is important for bank’s success and survival. Job satisfaction is a measure of how happy workers are with their jobs and working environment. There are many factors involved in improving or maintaining high satisfaction rates, which wise employers would do well to implement. Job satisfaction is considered to be a critical success factor for organizations. Importance of job satisfaction for banks is increasing because it enhances employee retention, increase productivity, increase customer satisfaction, reduce turnover, recruiting, and training costs, enhance customer satisfaction and loyalty, more energetic employees, improve teamwork and ultimately increase the employee performance of banks.
This study attempts to examine the relationship between employee participation on job satisfaction and employee performance in Nepalese commercial banks. The study is based on primary data of 21 commercial banks with 180 observations. Data and information have been collected from questionnaire survey method. The research design adopted in this study is descriptive and causal comparative research design as it deals with the relationship between employee participation on job satisfaction and employee performance of Nepalese commercial banks.
The result shows that majority of respondents are male (61.1 percent). The rest of the respondents are female (38.8 percent). Majority of the respondents, i.e. 75 out of 180 respondents lie in the age group 25-29 years, constituting 41.6 percent of total respondents. 46 respondents constituting 25.5 percent of total respondents are in the age group 20-24 years. Similarly, among 180 respondents, 34 respondents lie in the age group of 30-34 years which is 18.8 percent of total respondents. Similarly, age group of above 40 years constitutes 17 respondents in numbers and 9.4 in percentage, whereas 8 respondents lie in age group 35-39 years constituting 4.4 percent of total respondents. Majority of the respondents are in officer level 55 in frequency and 30.5 percent. Manager constitutes 43 respondent comprising 23.8 percent of total respondents. Similarly, management trainee constitutes 28 respondents representing 15.5 percent of total respondents. Supervisor constitutes 28 respondents representing 15.5 percent. However, 26 respondents are assistant level constituting 14.4 percent of total respondents.
The shows that reward is positively correlated to employee job satisfaction. It indicates that better the reward system, higher would be the employee job satisfaction. Similarly, decision making has positive relationship with employee job satisfaction. It shows that increase in the participation of employees in decision making leads to increase in employee job satisfaction. Likewise, communication has positive relationship with employee job satisfaction. It states that better communication among co-workers and supervisors leads to increase in employee job satisfaction. The result also shows that training has positive relationship with employee job satisfaction. It shows that increase in the training leads to increase in employee job satisfaction. Similarly, the result also shows that motivation is positively related to employee job satisfaction. It indicates that higher the level of motivation, higher would be the employee job satisfaction.
The regression results show that beta coefficients for communication and job structure are positive with job satisfaction. The results also show that beta coefficient for training, reward, decision making and employee motivation are positive with employee performance in the context of Nepalese commercial banks.Likewise, the beta coefficients for decision making are positive with employee job satisfaction. It indicates that there is a positive impact of decision making on employee job satisfaction.Similarly, the beta coefficients for reward are positive with employee job satisfaction. It indicates that reward has positive impact on employee job satisfaction. Likewise, the beta coefficients for training are positive with job satisfaction. It reveals that training has positive impact on job satisfaction.
The regression result shows the beta coefficients for decision making are positive with employee performance. It indicates that there is a positive impact of decision making on employee job performance. Similarly, the beta coefficients for training are positive with employee performance. It reveals that training has positive impact on employee performance. Likewise, the beta coefficients for employee motivation are positive with employee job performance. It indicates that there is a positive impact of employee motivation on employee job performance. Similarly, the beta coefficients for job structure are positive with employee performance. It indicates that there is a positive impact of job structure on employee performance.
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