Title :	Relationship between employee job satisfaction and organizational performance in Nepalese commercial banks
Material Type:	printed text
Authors:	Namrata Pandit, Author
Publication Date:	2018
Pagination:	99p.
Size:	GRP/Thesis
Accompanying material:	12/B
Languages :	English
Descriptors:	Consumer behavior Consumer satisfaction Job satisfaction
Class number:	658.312
Abstract:	Job satisfaction is central to be studied since it is measured as key issue in improving organizations’ performance and competitiveness. Job satisfaction is one of the most popular and widely researched topics in the field of organizational psychology (Spector, 1997).Satisfied employees are one of the most important assets for an organization. Satisfaction leads to better productivity, accomplishment of organizational goals and organizational commitment. Job satisfaction is a part of life satisfaction.Elickson and Logsdon (2002) defined job satisfaction as the extent to which employees like their work.Locke (1976) summarized some of the dimensions of job satisfaction which are work itself, pay, promotion, working condition and benefits. These dimensions significantly contribute on job satisfaction.According to Byers and Rue (1994), many organizational factors such as working condition, work itself, salary, incentive, communication, promotion, job security and growth are found to be important factors affecting job satisfaction.Job satisfaction is an important element from organizational perspectives, as it leads to higher organizational commitment of employees and high commitment leads to overall organizational success and development which ultimately increases the organizations performance.Ojo and Irefin (2011) stated that job satisfaction improves employees’ performance and productivity by reducing absenteeism, turnover and de- motivation, which ultimately guarantees organizational performance. Similarly,Argyris (1964), Likert (1961) and McGregor (1960) revealed that the way employees experience their work would be reflected in organizational performance. The major objective of this study is to examine the relationship between job satisfaction and organizational performance in Nepalese commercial banks. The specific objectives of the study are to examine the relationship of nature of work, relationship with co-worker, salary, working condition and working hours and organizational performance in the Nepalese commercial banks and to determine the impact of job satisfaction dimension on organizational performance. The respondent of the study are the employees of the Nepalese commercial banks. The opinions of 140 respondents were analyzed in order to know the perception of employee regarding the dimensions of job satisfaction in Nepalese commercial banks. The non- parametric test such as Pearson’s correlation coefficient, multiple regressionmodels was conducted in order to analyze the relationship between job satisfaction and organizational performance in Nepalese commercial banks. The descriptive research design has been conducted for fact finding of different variables. The study focuses on both primary and secondary data analysis where questionnaire was distributed to employees of 23commercial banks. Based on the population, 140 samples are undertaken for the studies. The descriptive results show thatweighted average mean value for the nature of work is 3.73 which reveal that employees are satisfied with the work assigned to them in Nepalese commercial banks. Similarly, weighted average mean value for the relationship between co-workers is 4.20 which indicate that employees in Nepalese commercial banks have maintained good relationship with their co-workers. Likewise, weighted average mean value for the salary is 3.60 which indicate that employees in Nepalese commercial banks are satisfied with salary provided to them. Similarly, weighted average mean value for working condition is 3.85 which indicate that Nepalese commercial banks are facilitating their employees a good level of working condition. Similarly, weighted average mean value for working hours is 3.10 which indicate that employee in Nepalese commercial banks seems to be neutral regarding working hours. The correlation matrix result showsthat nature of work is positively correlated to return on assets. This reveals that better the nature of work, higher would be return on assets. Likewise, relationship with co-workers is also positively related to return on assets, which indicates that better relationship with co-workers leads to increase in return on assets. The result also shows that salary is positively correlated to return on assets. It indicates that increase in level of employee salary leads to increase in return on assets. Similarly, working condition is positively correlated to return on assets. It indicates that better the working environment of the banks, higher would be return on assets. However, working hours is negatively associated with return on assets. It indicates that increase in working hours leads to decrease in return on assets. Similarly, the result shows that that nature of work is positively correlated to return on equity. This reveals that better the nature of work, higher would be return on equity. However, working hours is negatively associated with return on equity. It indicates that increase in working hours leads to decrease in return on equity. Likewise, relationship with co-workers is also positively related to return on equity, which indicates that better relationship with co-workers leads to increase in return on equity. The result also shows that salary is positively correlated to return on equity. It indicates that increase in level of employee salary leads to increase in return on equity. Similarly, working condition is positively correlated to return on equity. It indicates that better the working environment of the banks, higher would be return on equity. The regression result shows that beta coefficients are positive for nature of work with return on assets. It indicates that nature of work has positive impact on return on assets. Similarly, the results also reveal that the beta coefficients are positive for relationship with co-workers. It indicates that relationship with co-workers has positive impact on return on assets. Likewise, the beta coefficients for salary are positive with return on assets. It indicates that salary has positive impact on return on assets. Similarly, the beta coefficients for working condition are positive with return on assets. This indicates that working condition has positive impact on return on assets. Furthermore, the beta coefficients for working hours are found to be negative with return on assets. This indicates that working hours has negative impact on return on assets. The regression result also shows that beta coefficients for nature of work are positive with return on equity. It indicates that nature of work has positive impact on return on equity. Similarly, the results also reveal that the beta coefficients are positive for relationship with co-workers. It reveals that relationship with co-workers has positive impact on return on equity. Likewise, the beta coefficients for salary are positive with return on equity. It indicates that salary has positive impact on return on equity. Similarly, the beta coefficients for working condition are positive with return on equity. This indicates that working condition has positive impact on return on equity. Furthermore, the beta coefficients for working hours are found to be negative with return on equity. This reveals that working hours has negative impact on return on equity.

Relationship between employee job satisfaction and organizational performance in Nepalese commercial banks [printed text] / Namrata Pandit, Author . - 2018 . - 99p. ; GRP/Thesis + 12/B.
Languages : English

Descriptors:	Consumer behavior Consumer satisfaction Job satisfaction
Class number:	658.312
Abstract:	Job satisfaction is central to be studied since it is measured as key issue in improving organizations’ performance and competitiveness. Job satisfaction is one of the most popular and widely researched topics in the field of organizational psychology (Spector, 1997).Satisfied employees are one of the most important assets for an organization. Satisfaction leads to better productivity, accomplishment of organizational goals and organizational commitment. Job satisfaction is a part of life satisfaction.Elickson and Logsdon (2002) defined job satisfaction as the extent to which employees like their work.Locke (1976) summarized some of the dimensions of job satisfaction which are work itself, pay, promotion, working condition and benefits. These dimensions significantly contribute on job satisfaction.According to Byers and Rue (1994), many organizational factors such as working condition, work itself, salary, incentive, communication, promotion, job security and growth are found to be important factors affecting job satisfaction.Job satisfaction is an important element from organizational perspectives, as it leads to higher organizational commitment of employees and high commitment leads to overall organizational success and development which ultimately increases the organizations performance.Ojo and Irefin (2011) stated that job satisfaction improves employees’ performance and productivity by reducing absenteeism, turnover and de- motivation, which ultimately guarantees organizational performance. Similarly,Argyris (1964), Likert (1961) and McGregor (1960) revealed that the way employees experience their work would be reflected in organizational performance. The major objective of this study is to examine the relationship between job satisfaction and organizational performance in Nepalese commercial banks. The specific objectives of the study are to examine the relationship of nature of work, relationship with co-worker, salary, working condition and working hours and organizational performance in the Nepalese commercial banks and to determine the impact of job satisfaction dimension on organizational performance. The respondent of the study are the employees of the Nepalese commercial banks. The opinions of 140 respondents were analyzed in order to know the perception of employee regarding the dimensions of job satisfaction in Nepalese commercial banks. The non- parametric test such as Pearson’s correlation coefficient, multiple regressionmodels was conducted in order to analyze the relationship between job satisfaction and organizational performance in Nepalese commercial banks. The descriptive research design has been conducted for fact finding of different variables. The study focuses on both primary and secondary data analysis where questionnaire was distributed to employees of 23commercial banks. Based on the population, 140 samples are undertaken for the studies. The descriptive results show thatweighted average mean value for the nature of work is 3.73 which reveal that employees are satisfied with the work assigned to them in Nepalese commercial banks. Similarly, weighted average mean value for the relationship between co-workers is 4.20 which indicate that employees in Nepalese commercial banks have maintained good relationship with their co-workers. Likewise, weighted average mean value for the salary is 3.60 which indicate that employees in Nepalese commercial banks are satisfied with salary provided to them. Similarly, weighted average mean value for working condition is 3.85 which indicate that Nepalese commercial banks are facilitating their employees a good level of working condition. Similarly, weighted average mean value for working hours is 3.10 which indicate that employee in Nepalese commercial banks seems to be neutral regarding working hours. The correlation matrix result showsthat nature of work is positively correlated to return on assets. This reveals that better the nature of work, higher would be return on assets. Likewise, relationship with co-workers is also positively related to return on assets, which indicates that better relationship with co-workers leads to increase in return on assets. The result also shows that salary is positively correlated to return on assets. It indicates that increase in level of employee salary leads to increase in return on assets. Similarly, working condition is positively correlated to return on assets. It indicates that better the working environment of the banks, higher would be return on assets. However, working hours is negatively associated with return on assets. It indicates that increase in working hours leads to decrease in return on assets. Similarly, the result shows that that nature of work is positively correlated to return on equity. This reveals that better the nature of work, higher would be return on equity. However, working hours is negatively associated with return on equity. It indicates that increase in working hours leads to decrease in return on equity. Likewise, relationship with co-workers is also positively related to return on equity, which indicates that better relationship with co-workers leads to increase in return on equity. The result also shows that salary is positively correlated to return on equity. It indicates that increase in level of employee salary leads to increase in return on equity. Similarly, working condition is positively correlated to return on equity. It indicates that better the working environment of the banks, higher would be return on equity. The regression result shows that beta coefficients are positive for nature of work with return on assets. It indicates that nature of work has positive impact on return on assets. Similarly, the results also reveal that the beta coefficients are positive for relationship with co-workers. It indicates that relationship with co-workers has positive impact on return on assets. Likewise, the beta coefficients for salary are positive with return on assets. It indicates that salary has positive impact on return on assets. Similarly, the beta coefficients for working condition are positive with return on assets. This indicates that working condition has positive impact on return on assets. Furthermore, the beta coefficients for working hours are found to be negative with return on assets. This indicates that working hours has negative impact on return on assets. The regression result also shows that beta coefficients for nature of work are positive with return on equity. It indicates that nature of work has positive impact on return on equity. Similarly, the results also reveal that the beta coefficients are positive for relationship with co-workers. It reveals that relationship with co-workers has positive impact on return on equity. Likewise, the beta coefficients for salary are positive with return on equity. It indicates that salary has positive impact on return on equity. Similarly, the beta coefficients for working condition are positive with return on equity. This indicates that working condition has positive impact on return on equity. Furthermore, the beta coefficients for working hours are found to be negative with return on equity. This reveals that working hours has negative impact on return on equity.