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Introduction

The happier people within their job the more satisfied they are said to be. It is a complex
phenomenon because it is relate to various casual factors like personal, social, cultural,
environmental and financial. According to “Duane Schultz and Sydney Ellen Scheltz”
Psychology and Work Today, Page 189” narrated that job satisfaction is the positive and
negative attitudes of employees towards the job. Job satisfaction is not the same as
motivation although it is clearly related. Job design is basically aim to enhance job
satisfaction and performance other methods include job rotation, job enlargement and job
enrichment.
Other influences on satisfaction include the management style and culture, employee
involvement and empowerment. The most common way of measurement is the use of
rating scales where employees report their reactions to their job’s and the questions relate
to pay, work responsibilities, fringe benefits, opportunities of growth, team work, quality
and customer focus, respect for employees and effective communication which has to be
from top to down and up to down.

Literature Review

The ultimate study of job satisfaction was in Hawthorne studies (1924-1933) reflect on
the effects of various conditions on workers productivity. These studies ultimately
showed that changes in work conditions temporarily increase productivity but this
increase result from new condition that the knowledge of being observed. This study also
can found that not necessarily working for pay but employee work for other purposes as
well. Scientific Management also had a significant on the study of job satisfaction which
the initial use of by industries greatly increased productivity because workers were forced
to work at a faster pace. However, staff became exhausted and dissatisfied. The job
satisfaction also can been seen in few satisfaction theory for example, Vroom (1964)
states that it is a fulfillment theory states that job satisfaction is negatively related to the
discrepancy between individual needs and the extent to which the job supplies these
needs. Black and Mouton (1964) suggest that it is necessary to identify the needs of an
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employees because when the needs are met than these staff‘s performs with a high level
of job satisfaction.
As mentioned previously motivation is strongly linked with job satisfaction which is
supported by Marlow’s Hierarchy of needs theory. This theory explains that people seek
to satisfy physiological needs, safety needs. Social needs, Self- esteem needs and self
actualization. Edwin A. Locke’s Range of Affect Theory (1976) is the most famous job
satisfaction model. This theory determine satisfaction base on the wants of a job and the
value given to the job. His or her satisfactions has a high impact both positively and
negatively compare who those doesn’t value, for example staff (A) values in the work
place compare to another staff (B) so employee (A) would be more satisfied in a position
that offers compare to employee B. It is also known as Frederick Hertzberg that explains
satisfaction and motivation in the workplace. This theory states satisfaction are achieved
by different factors they are Motivation and Hygiene factors. Motivations factors are
basically making people want to perform and provide people with satisfaction, for
example achievement in work, recognition promotion opportunities. Hygiene factors
include factors of working environment such as pay, company policies, manager
practices and other working conditions. Hackman& Oldman narrated that there are few
characteristics that include in job satisfaction they are skill variety, task identity, task
significance, autonomy and feedback. According to (Harrison, Newman& Roth, 2006,)
job satisfaction describes the feelings, attitudes or preferences of individuals regarding
work. Furthermore, it is the degree to which employees enjoy their jobs (Mccloskey and
Mccain 1987).
(Chen 2008) claims that the relationship between job satisfaction and many variables
such as motivation, stress, salary promotions, role conflict, justice, role ambiguity,
autonomy, workload, leadership style, easy communication with colleagues and social
interaction positively affect job satisfaction. Brown Forde.et.al.(2008) examined that their
significant increase in job satisfaction with the sense of achievement from work between
1998 -2004. Improvements in perceptions of job security, the climate of employment
relation and managerial responsiveness are the most important factors in explaining the
rise in satisfaction. The rise in satisfaction is to make improvements in the quality of
work.
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Objective of Study
A study was undertaken to measure the level of job satisfaction among the staff of
Call-centre in Bonuslink. The study mainly reviews around the view of employees
regarding the job satisfaction on working conditions, salary structure and other benefits,
rewards and recognitions, relationship with employees of company and the company on
its own.

Research Methodology
Research Methodology is a way to systematically solve the research problem, through
discovering, interpreting and the development of methods and system for the
advancement f human knowledge on a wide variety of scientific matters of our world and
the universe. It is also to analyse the principles of methods, rules and train employee
discipline.
Data Collection
Both primary and secondary data had been used in present study. Primary data collected
through personal interview in the form of Questionnaire. On the other hand the
Secondary data was collected from various journals, books, magazines and internet.

Sampling unit
Single most unit of population it may be single person or group of persons from whom
questionnaires will be filled till target is fulfilled. The sampling unit in this report is the
employee of call-centre Bonuslink Sdn Bhd.

Sample size
Sample size refers to the total number of respondent targeted for collecting the data for
the research. The sampling size of my study is 30 respondents of Call- Centre.

Analysis and Interpretation of Data

The entire questionnaires received were edited and all the information or data collected
were transferred into tables.
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Method of the respondents

Respondent responses on the entire questionnaire questions by filling up:
· Satisfied (1)
· Neutral (2)
· Dissatisfied (3)

The research methodology methods used to analyze the data on job satisfaction is only in
Bonuslink Company. The study conducted only in one department which is call-centre
and some did not want to share any information.

History of Bonuslink Sdn Bhd

BonusKad Loyalty Sdn Bhd (BLSB) or Bonuslink is in corporated on 5th July 1997 and
officially launched in 1998. Bonuslink has become Malaysia’s premiere and favourite
consumer rewards programme and has gained the recognition and acceptance of
Malaysian from all walks of life. There are four leading companies with equal
shareholding namely Shell Malaysia, Parkson Corporation, MBF Cards, and Usaha Tegas
(majority stakeholder in Astro).
The purpose of this programme is to provide marketing services for the shareholders and
participating companies, to promote customer service and attract new customers to the
products and services of the shareholders and participating companies which currently
Bonuslink has 30 over partners. (Refer to Appendix 1) Call-Centre in Bonuslink
consists of 30 staff. (Refer to Appendix 11). The purpose of call-centre staffs is
required to respond customer’s incoming calls efficiently and accurately. (Refer to
Appendix 111)
And their immediate superiors are the Team leaders. Members are rewarded with
Bonuslink Points by dong their everyday shopping at participating companies and redeem
quality branded gifts with the Points collected.
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Analysis of Data

1. About Bonuslink

Table 1

Satisfied Neutral Dissatisfied Total

About bonuslink 40 40 10 100%

(Job Satisfaction towards the Company)

Base on the survey which shows on table 1 the staff of call-center at Bonuslink finds that
30% of them satisfied with Bonuslink and 10% dissatisfied because this staff always
thinks that there are better prospects outside. The satisfied staff’s are basically the staff
that has been working in Bonuslink since year 1997; they have been serving Bonuslink
for a long time. These staff’s are basically above their 30,s. They are afraid of switching
other job due to environment and new work concern so they accept the management in
what ever way it is. They are happy to work in Bonuslink due to less job pressure. On the
other hand Bonuslink’s competitor is Real Rewards and Mesra. Compare to the
competitors Bonuslink is one of the Leading loyalties marketing Service Company in
Malaysia this is whereby, Bonuslink offered so many free programmes for the customers.
For example: Bonuslink offered to pay your bills by giving out RM 140.000.00 for the
winner of the highest transaction at our Partners. Secondly Bonuslink has promoted for
the Campaign called “Swipe for gold” is whereby Bonuslink offered gold coin worth of
RM 15,0000 to 10 Winners and many more programmes was conducted compare to Real
Rewards and Mesra.
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2. Work it Self

Table 2

Satisfied Neutral Dissatisfied Total

Work it Self 40 30 30 100%

(Job Satisfaction towards the work of customer service in Bonuslink Call- Centre)

This study shows that the call- centre staff 40% of them satisfied with the work because
the work is same all the time and when there is less calls they will do other multitasked
job for example, reply emails to customer, updating Bonuslink Form and etc. They know
their product knowledge very well due to handling the same situation everyday. The staff
also satisfied with the job because on every Monday, Wednesday and Friday the staff’s
will have brain storming, whereby they are informed on the latest promotion offered by
the partners and question and answer secession by the Team Leaders. On the other hand
there are there are 30% of the staff feels neutral regarding the job and 30% of staff who
find dissatisfied with their job due to bored and monotonous due to the same job that they
are handling all the time. The staff’s feels that they can’t grow any further with the
limited job scope that they are handling daily.
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3. Relationship of Managers and Team Leaders in Bonuslink call-centre.

Table 3

Satisfied Neurtral Dissatisfied total

Open communication among Manager and
Team leaders 20 20 60 100%
Treat Staff Fairly 30 30 40 100%
Fair Performance Appraisal 30 40 30 100%

(Managers and Team Leaders Relationship with the Call-centre staff towards Job Satisfaction)

Base on the study above the relationship of managers and Team Leaders in Bonuslink
Call-centre can be looked into few categories such as:
a. Communication of Managers and Team Leaders
b. The Managers and Team Leaders treat staff fairly
c. Fair Appraisal performance
There are 20% of staff’s satisfied with the communications interactions among Managers
and Team Leaders. 60% of the staff dissatisfied because there is no open communication
in general to all the staff, because communication take place only to certain group of
staff, for example if the staff is on the quite side there will be less communication taken
place and this makes them to feel that they are left out. This also can be seen very clearly
when they attend any company dinner or trip where communication from Manager and
Team Leaders is only to certain group of staff’s.
According to Treating fairly among employees is very vital in an organization, for
example from the table above we can see that only 30% is satisfied. But on the other hand
40% is not satisfied with the way how the Manager and Team Leaders treat them.
Everyone is treated differently with various types of way. For example: giving flexibility
to the staff that they like.
Performance Appraisals is done monthly and Yearly basis for all the individual staffs in
Call- Centre of Bonuslink. The performance Appraisals is taken place by two parties
firstly by the Team Leaders and secondly by Training and Quality department. From the
table shows that 30% satisfied with the Performance Appraisals but on the other hand
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30% feels dissatisfied because they believe that the appraisals has to be done fairly. The
Team Leaders only will take the bad calls for the appraisals and give the negative
feedback all time which makes the staff unmotivated with the Performance Appraisals.
The performance appraisals also done base on favoritism. The Importance of
Performance Appraisals is one of the most critical elements of being a supervisor,
manager, or team leader. This important human resources process helps employees grow
along with the company because it focuses their attention on how to become better, more
motivated, and eventually more successful. By utilizing a skilled performance appraisal
system, these managers can empower staff to take charge of needed improvements, as
well as create a more positive and productive work environment.

4. Compensation and Benefits and Rewards Recognition

Table 4

Satisfied Neurtral Dissatisfied total

Compensation and Benefits 40 30 30 100%
Rewards & Recognition 30 30 40 100%

(Compensation and Benefits, Rewards and Recognition towards Job Satisfaction)

The aim of the study was to explore the impact of compensation and benefits, Rewards
and Recognition on job satisfaction in Bonuslink. Periodically salary increments,
allowances, bonuses, fringe benefits and other compensation on regular keeps the staff
satisfied. 40% of call-centre staff happy with the salary structure, whereby they do entitle
for the increment and bonuses which given two times in a year, which some companies
do not offer for any bonuses or increment. (Refer to Appendix IV). 10% of the staff is not
happy with the salary structure due to higher paid salary for the contract staff compares to
permanent staff.
Base on the table above clearly shows that the 50% of the staff is not satisfied with the
Rewards and Recognition given by Bonuslink, this is mainly because there is no career
development. There are staffs has been working in Bonuslink for 10 years but no
promotions given. When there is position vacant they are filled by other staff that the
management prefers. 20% of the staff satisfied of the rewards given by Bonuslink, this is
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because they think that this rewards are better than nothing. Example of rewards that take
place in Bonuslink is whereby when the staff performs well by taking 90% result, no
Medical Certificate, no Emergency Leave and no late coming for the duration of a year,
the staff will be awarded some cash (RM1200) and certificate of Excellence and will
awarded The Best Staff of the year.

5. Working Condition
Table 5

Satisfied Neutral Disstasfied Total

Criteria working condition 60 30 10 100%
Working Time 60 20 20 100%
Work Life Balance 40 10 20 100%

(Job Satisfaction towards working condition, working time and work life balance)

One of the objectives of this report was to assess whether there is a relationship between
working time and work-life balance issues and job satisfaction.
Some results from the staff’s contributions indicate that there is a positive relationship
between job satisfaction and working time flexibility (60%), The working shift is
basically there are on Morning shifts which starts at 8.45am and the second shift starts
from 10.20am till 7.00pm compare to other call- centre which they have night shifts and
on the other point of view the staff also satisfied with the benefits given by Bonuslink.
But base on the table shows above there are 10% of the staff is not happy with the
working time because they are not happy with the second shift, whereby they finish at
7pm and will reach home late. Secondly, there is some relationship between work-life
balance and job satisfaction which shows 40% off the staff satisfied with the work life
balance and also satisfied with their working conditions. Bonuslink is able to maintain a
healthy balance between their working and family life, those staff who were more
favorable toward their organization’s efforts to support work-life balance also indicated a
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much lower intent to leave the organization, greater pride in their organization, a
willingness to recommend it as a place to work and higher overall job satisfaction.

Conclusions of Findings

Overall, the level of job satisfaction was considered not so favorable among employees at
Bonuslink. Basically when there is a job satisfaction and organizational commitment the
correlation of the employees will be positive at Bonuslink or in any organization. Staff
who reported on average score they are relatively satisfied with their jobs. One reason
that may give rise to the results is that managers have a substantial amount of power. This
can serve as a signal for high competence. More over call-centre staff are required to deal
with continuous on telephone on any situation and in a timely manner. The busy work
environment coupled with demanding customers may induce a feeling of low satisfaction.
Satisfied staff tends to be more loyal to Bonuslink.

Generally when people are satisfied with their jobs they will have a positive attitude
feeling about their jobs. If staff feel that the company treats them fairly or well, the staff
will feel that they are satisfied with jobs and they perform well and work effectively
which is beneficial for the company and themselves. In order for the Bonuslink to be
more successful, the managers must ensure that their staffs have a high level of job
satisfaction in order to have high performance Organizations, which can help to create
job satisfaction by putting systems in place that will ensure that staffs are challenged and
then reward successfully. Probably the most important point to bear in mind when
considering job satisfaction is that there are many factors that affect job satisfaction and
that what makes workers happy with their jobs varies from one worker to another and
from day to day. Apart from the factors mentioned above, job satisfaction is also
influenced by the employee's personal characteristics, the manager's personal
characteristics and management style, and the nature of the work itself.

Managers who want to maintain a high level of job satisfaction in the work force must
try to understand the needs of each member of the work force. For example, when
creating work teams, managers can enhance worker satisfaction by placing people with
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similar backgrounds, experiences, or needs in the same workgroup. Also, managers can
enhance job satisfaction by carefully matching workers with the type of work. For
example, a person who does not pay attention to detail would hardly make a good
inspector, and a shy worker is unlikely to be a good Telemarketing. As much as possible,
managers should match job tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take other
deliberate steps to create a stimulating work environment. One such step is job
Enrichment. According to Duane & Sydney (1998) Jon Enrichment is a deliberate
upgrading of responsibility, scope, and challenge in the work itself. Job enrichment
usually includes increased responsibility, recognition, and opportunities for growth,
learning, and achievement. Bonuslink should consider that the large companies that have
used job-enrichment programs to increase employee motivation and job satisfaction
include AT&T, IBM, and General Motors has a high level of job satisfaction.

Good management has the potential for creating high morale, high productivity, and a
sense of purpose and meaning for the organization and its employees. Empirical findings
show that job characteristics such as pay, promotional opportunity, task clarity and
significance, and skills utilization, as well as organizational characteristics such as
commitment and relationship with supervisors and co-workers, have significant effects
on job satisfaction. These job characteristics can be carefully managed to enhance job
satisfaction. Of course, staffs who take some responsibility for his or her job satisfaction
will probably find many more satisfying elements in the work environment.

Base on survey result and also supported by few authors and theory, I would like to
recommend the Manager and Team Leaders in Bonuslink to look into other aspects
besides mentioned above in order to achieve the highest job satisfaction among the call-
centre staffs which they can incorporate the followings:
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1.1 Effective Communication

Effective communication is the ultimate backbone of all employees in an organization.
According to Stephen Robins (2003) effective communication that can be classified as
formal groups, informal groups and grapevine. The communication has to be taken place
with all the staffs and it should not be only to the preferred staff which can be seen in the
survey result that the Bonuslink Manager only communicate with a group of preferred
staff. Manager or Team Leaders must know that effective communication among all staff
is fruitful so that it won’t lead to any misunderstanding and leads to satisfaction with their
current job. There are many communication tools that can be used in order to enhance the
job satisfaction.

2.1 Avoid Boredom and Monotony

Boredom and Monotony leads to job dissatisfaction. Base on the survey we can see
clearly that the staffs feel bored and monotonous of their current job and this is mainly
due to continuous performance of a repetitive work. So, basically when bored take place
staff loose their concentration and they feel more tensed up and started to feel tired which
make the staff dissatisfied with their work. The Manager has to have more activities in
order to avoid boredom and monotony.

3.1 Treat all staff fairly

In Bonuslink some negative result shows on how the Managers and Team Leaders treat
their call-centre staff. Some action can be taken in order to treat the staff fairly. They are
mainly on:
3.1.1 Avoid favoritism and communicate with all the staffs.
3.1.2 Provide opportunities to all staff
3.1.3 Create Employee Manual, what the company provides and what is expected of
all employees as well.
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3.1.4 On going training keeps updating and helping the staff to feel valued by the
company.
3.1.5 If any promotion given priority is for internal staff.
3.1.6 be clear of the goals and expectations.

4.1 Rewards and Recognitions

Rewards and Recognitions program serves to highlight the excellence that exists in all
customer service staff. Employee recognition can be given by saying thank you, giving
praise, providing opportunities or showing respect. According to David (2003) claim that
the employees are also motivated by the employee involvement program which makes
them feel responsible and importance. Reward and Recognition is typically used either to
reward an employee for a behavior or recognize and employee for results. Despite the
existence of various programs in the corporate culture, the purpose or goal is not always
clearly defined. There is also debate around the most effective means of using the two
types monetary and non monetary.
Same goes to the Bonuslink staff whereby the Managers and Team leaders should allow
the staff to participate with the organization and give maximum productivity.

5.1 Fair Performance Appraisal

The purpose of staff appraisal is to help and encourage everyone to raise their
performance, develop their abilities, achieve their full potential on desire level skills set
of an individual to the benefit of the individual and the organization as a whole.
Bonuslink Manager can have a better appraisal system by understanding the objective of
evaluation is to identify the performance gap which later can be analyzed by identifying
the gap between the staff actual performance and that requested by company. Some of the
benefits of adopting the Good appraisal system can lead Bonuslink to the followings:
• It increases productivity and efficiency of the staff
• Increases retention of staff
• Identify the strength and weakness of a staff
• Everyone is clear about corporate goals and work towards them
• Build closer working relationships based on mutual trust and respect
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• Identify areas of individual concern and provide guidance to enable individuals to

make the best use of their abilities.
• Identify individual training and development needs

6.1 Implement Motivation

According to Maslow Theory, employees have five levels of needs (Maslow, 1943).
Refer to Appendix. They are basically on Physiological safety, social, ego and self
actualization. Maslow argued that lower level needs had to be satisfied before the next
higher level need would motivate employees. Hertzberg’s work categorized motivation
into two factors: Motivators and Hygiene’s. The motivator’s factor that will leads to
achievement and recognition in order to produce job satisfactions. Showing the staff that
the organization is willing to recognize their accomplishments and hard work is
undoubtedly the simplest and least costly methods of staff station. This sense of pride and
accomplishment she or he feels better about their job and in the end will be more
productive due to job satisfaction.

Recommendation for the call-centre staff in Bonuslink

If job satisfaction is a staff benefit, surely the staff must able to contribute to her or his
own satisfaction and well-being on the job. In my point of view following suggestions
can help the call-centre staff find personal job satisfaction.
• Seek opportunities to demonstrate skills and talents which lead to more
challenging work and greater responsibilities which leads to increase in pay and
increase in recognition.
• Develop excellent communication skills for example: reading, listening, writing
and speaking skills.
• Know more job related knowledge that helps to perform tasks more efficiently
and effectively this relieves boredom and often gets one noticed.
• Develop teamwork and people skills to work well with others.
• Accept people with their differences and their imperfections and learn how to
give and receive criticism.
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• See the value in your work itself, this helps to give meaning to ones existence,
this plays a vital role in job satisfaction.
• Learn to avoid stress by developing healthy stress management techniques.

Referencing

1. Johns, Gary and Saks, Alan M Organizational 5 thd edition Welsey longman.
2. Duane Schultz Sydney Ellen Schultz. Psychology and Work Today 10th Edition 1998.
3. Slocum, Jackon & Hellnegel, Competency-Based Management (2008)
4. www.bonuslink,com.my
5. Chen (2008) Job Satisfaction among information system is personel computers in
Human behavior 24
6. Brown Forde, Changes in HRM and
7. job satisfaction(1998-2004) Evidence from the workplace Employment Relation
Survey. Human Resouce management Journal vol 18, Issue 2(2008) page 97-195.
8. Hugh G J Aitken, Scientific Management in Action, 1985.
9. Vroom V H (1964) Work & Motivation, John Wiley & Sons.
10. Herzberg, Frederick. (1968). "One More Time: How Do You Motivate
Employees?"Harvard Business Review 46 (January):53-62.
11. Maslow, Abraham. H. (1943). "A Theory of Human Motivation." Psychological
Review 50:370-396.
12. Blake.R & Mouton J.S (1964) The Managerial Grid, Huston: Gulf Publishing.
13. David Buchanan, Anduejej Hucozhyski, 5th Edition (2003) Organizational Behavior.
Pearson Education.
14. www.cps.usfa.edu/06/resource.
15. Stephen P. Robbins “Organizational Behavior” 11th Edition Prentice Hall Publication
(2005).
16. Stephen P. Robbins”Managing Today 2nd Edition Pearson Education.
17. Mcclosky J.C & Mccnin,”Satisfaction, Comitment and Professionals of newly
employed. (1987).
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APPENDIX 6
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Abstracted from: www.businessballs.com

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