A COMPARITIVE STUDY OF JOB SATISFACTION AMONG MIDDLE MANAGEMENT OF MULTINATIONAL COMPANIES AND LOCAL COMPANIES

BY

Nauman Saeed Irfan Muneer Attiya Atiy

29F-619 29F-602 29F-630

MBA

(Finance)

RIPHAH INTERNATIONAL UNIVERSITY LAHORE AUGUST 2010

DEDICATION

We dedicate our all achievements to Miss Nabiha Malik To my respected and honorable teachers
To all my friends.

ACKNOWLEDGEMENT

Thanks

to

Almighty

ALLAH,

the

Beneficent,

the

Most

Merciful, all-Embracing, all-knowing, who provided us with this opportunity, courage and ability to complete this

humble contribute towards knowledge. All the respects, profound gratitude and all our

loves for Hazrat Muhammad (SAW), the last messenger of Allah Almighty, whose teaching enabled us to recognize our Creator and also gave us golden principles of Islam. We wish to acknowledge our counseling chairperson, Mr. Nadeem Ahmed to Bhatti, us and who has always been loving and and

sympathetic

provided

guidance,

motivation

encouragement for the completion and presentation of this research. We pay our gratitude to Mrs. Ashi Zeeshan, Supervisor of thesis committee, for providing timely guidance, supervision and motivation during the completion of this research.

I
1.1 1.2 1.3 1.4 1.5 1.6 1.7

Tables of contents I Introduction

Statement of the Problem Objectives of the Study Research Questions Hypothesis of the study Significance of the Study Procedure Delimitations

Review of Related II Literature

1 4 4 4 5 5 5 6 7

I
2.1 2.2 2.3 2.4

Importance of Job Satisfaction Nature of Job Satisfaction Dimensions Relationship Between General

9 13 17 19 21 22 28 32

Satisfaction and Job Satisfaction 2.5 Job Satisfaction as a Predictor 2.6 Theories of Job Satisfaction 2.7 Job Satisfaction and Personal Variables 2.8 Statistical Significant Factors

Affecting Job Satisfaction

Table

Satisfaction and motivation

1 4 41 42 45 5 4 47 50 5 5 if they 50 5 50 51 6 51 51 53 5 73 7 73 74 5 77 78 8

2.1: 2.9 Measurement of Job Satisfaction Table Opinions of the managers if they 2.10 Recent Researches 2.11 Improtance to Workers and 4.1: considered their job rather unpleasant Organizations Opinions of the managers if 2.12 Table Workers Role in Job Satisfaction Data Collection friends are and 4.2: I feel that their they more

3.1 4.3: 3.2 3.3 3.4 3.5 4.4:

III Table

interested in their jobs Analysis Opinions of the managers Population often get bored with their jobs Sampling Development of Questionnaire Administration of Questionnaire Data Tabulation and Analysis Table Opinions of and I Analysis the managers

if

they

IV V

Interpretation of Data
Summary, Findings,

force themselves to go to work Conclusion and

5.1 4.5: 5.2 5.3 5.4 4.6:

Table Opinions of the managers if they Recommendations Summary feel there jobs are no more interesting Findings than Conclusion others they could get Recommendations Table

References the managers if they Opinions of Appendix A feel they definitely dislike their work Appendix B
Opinions never end Opinions feel that uninteresting Opinions of the managers if each

5 9 6 0 6 1 6 2 6 3 6 4

Table 4.7: Table 4.8: Table 4.9: Table 4.10: Table 4.11:

day of work seems to them as it will of the managers jobs are if they

their of the

pretty if they they

managers

disappointed to ever took this job Opinions of the managers if them

feel that their jobs are like hobby to Opinions of the managers if their jobs are interesting enough to keeping them from getting bored

CHAPTER I INTRODUCTION
Abraham Masllow said" a musician must make music, an artist must paint, and a poet must write if he is to be ultimately at peace with himself."

The reflected

whole in

philosophy his success

of

an

individuals satisfaction

life with

is his

and

occupation or profession. An individual loves to work but in many cases he is forced to work under certain

circumstances. Some kind of adjustments always takes place between the workers. Since 1940s, the subject of job

satisfaction has been one of the most widely studied topics in the management field (Jan et-al 20001, p7)

Mitchell and Lassos (1987) have indicated that over 3000 studies have been carried out on job satisfaction over of the its last sixty years. The consequences employee of job satisfaction is very important to an organization in term efficiency, productivity, relation, absenteeism and turnover.

Job important

satisfaction indicator of

is

considered

as

one

of

the

most of

successful or

and

smooth

working

established

institute

organization.

Satisfied

workers

increase efficiency and production. Job satisfaction is a complex phenomenon. It is general attitude possessed by an employee, which is the result of many specific attitude .his interests, aptitudes, ideals and expectation on one hand educational level, salary and work condition may

determined these specific attitudes on the other hand.

So largely

the on

satisfaction his

of

the his

workers

depends his

expectations,

standards,

reference group and the palace of work in his life. Because degree of and this extend multi-causal of relationship is the

satisfaction

highly

variable and may be affected by change in any one of the causal factors.

An organization is a consciously coordinated social unit, composed of two or more people that function on relatively continuous bases to achieve a common goals or set of goals. (C Health and S.B Sitkin, 2001 p 43)

The employees of an organization with higher satisfaction care about the quality of work, more committed to the organization and more productive. Believe that the organization will be satisfying in the long run. (Bevedam 2000)

We know that multinational and local companies are the type of organization. There are many researches have already been conducted on job satisfaction subject, but now researchers want to conduct a research that in which companies employees are more satisfied or in other words, where the level of job satisfaction is high.

1.1 Statement of the Problem The study was aimed to conduct a comparative study of job satisfaction among the middlemanagement of multinational companies and local companies

1.2 Objectives of the study

Following were the objectives of the study: i. To measure the job satisfaction level of middle

management in multinational companies. ii. To measure the job satisfaction level of middle

management in local companies. iii. To make comparison to find out in which the level of job satisfaction is high, multinational companies or local companies.

1.3 Research questions

i.

What

is

the

level

of

job

satisfaction

in

multinational companies? ii. What is the level of job satisfaction in local companies? iii. In which the employees are more satisfied,

multinational companies or local companies?

1.4 HYPOTHESIS OF THE STUDY:

Ho: There is no significant difference between level of job satisfaction among middle management of multinational

companies and local companies.

1.5 Significance of the study

The finding of the study helps in identifying employees priorities about environment and working conditions. Solution of the study would be useful for identifying problems, choosing solutions and evaluating changes.

This study would be useful for all business students.

1.6 Procedure

The population consisted of all multinational and local companies operating in Lahore.Five multinational

companies and five local companies would be the sample of the study. A structured and closed ended questionnaire would be selected as a tool of research. Data analysis was done by using the software SPSS, by which we found frequency, percentage and mean of every item of a

questionnaire. In the end we applied T- test to find out the difference between the level of satisfaction among middle management of multinational companies and local companies.

1.7 Delimitations
Keeping in view the resources, this research delimited to the Companies operating in Lahore city. Five local companies.

Five multinational companies. Twenty managers of local companies. Twenty managers of multinational companies.

CHAPTER II Review of related literature

The

purpose study

of of

this job

research

was

to

conduct

comparative

satisfaction

among

middle

management of multinational companies and local companies. But in this research, job satisfaction has been studied in a general sense. However, as the job situation is quite complex and has multiple dimensions. Job attitudes are

likewise complex. Hence measures of job satisfaction have been developed that attempt to assess satisfaction with

general job dimensions.

This chapter concerned with the review of the related literature. This chapter includes different views of job satisfaction, satisfaction, and job importance, relationships job nature and dimensions general as of job

between

satisfaction a predictor,

satisfaction,

satisfaction

theories of job satisfaction, job satisfaction and personal variables, statistical significant of job factors affecting job

satisfaction,

measurement

satisfaction,

general

sources of job dissatisfaction, recent researches on job

satisfaction,

importance

to

workers

and

organization,

workers role in job satisfaction.

Different satisfaction as:

authors

have

different

view

about

job

"Job satisfaction is the degree to which ones important needs for health, security, nourishment, affiliation, esteem and soon, are fulfilled on the job or a result of the job. (Herzberg, 1957, p. 112)

"A positive and pleasurable emotional state resulting from the appraisal of one's job or job experiences"(lock, 1976, p. 1299)

"Job

satisfaction

is

the

measurement

of

member's

attitude towards these needs that are wholly or partially included in the process of task organization, their related resources and the process that involve these

resources."(Simmons, 1978, p. 94)

"Job satisfaction is a general attitude which is the result of many specific attitudes in three, namely specific job factors, individual characteristics, and group relation

outside the gob."(Cascio, 1982, p. 124)

"The degree of positive feelings one has towards one's job situation."(Challah, 1991, p. 615)

"Job satisfaction is feeling or effective responses to facts of the situation."(Smith, 1992, p. 6)

"An attitude that workers have about their job. It results from their perception of the jobs. (Ivancevich, 1999, p. 656)

The

feeling

or

affective

response

to

someone

experiences in a job role.(Finchman and Rhodes)

2.1 Importance of Job Satisfaction

Schuster, (1979) defined job as: Job actually performed by the men & women who earn their living in community.(P-55)

According

to

Schuster,

Job

satisfaction

is

the

feelings of workers as about his job or job experiences in relation to previous experiences, current expectations or available alternatives. Although it was originally workers

had only an overall or global feeling of satisfaction about their work, we have now realized that employees can also feel differently about various aspects of their job

including the work itself, pay, coworkers and so forth. Since the earliest investigations in the 1920s Job

satisfaction has become one of the most frequently studied topic in industrial has organizational a major psychology. concern human of Job both

satisfaction practitioners administrators management affection vocational

remained

(managers, etc) and

supervisors, researchers

resources

(work also

psychologists, attracted the

consultants of

etc). in

It many

has

specialists

other

fields

including and

guidance,

management

training,

economics

government. The three principal reasons for this interest are

Humanitarian Economic Theoretical

2.1.1 Humanitarian concerns

Management prefers that people be satisfied with their job. Further more, since job satisfaction has found to be related to life satisfaction and mental and physical

health,

improved

satisfaction

has

become

an

important

outcome in its own right.

2.1.2 Economic Concerns

Economic concerns usually determine weather management is willing to invest the time and money to increase observed increase

satisfaction. between job

Given

significant and work

relation behavior,

satisfaction

satisfaction with respect of the job may prove to be a bonus to the organization in many areas including reduced absenteeism, decrease turn over, and fewer work related

accident. In addition, satisfaction has been to be related to other variables such as stress and discord within the workgroup, which may also affect employee productivity. To the extent that satisfaction can be improved, organization can realize substantial monetary savings by reducing cost associated employees, with hiring the and lower productivity new of substitute health

training

employees,

insurance claims and other expenses.

Moreover measuring satisfaction among various groups of employee changes. Management frequently introduces

program to improve climate increase communication, verify job duties, increase effectiveness of incentives, encourage

long range planning, and attain other goals. An easy way to assess the effectiveness of such programs to improve

satisfaction.

2.1.3 Theoretical Concerns

Job satisfaction is a principal concept in most

theories of work motivation and work behavior. For many theorist satisfaction is seen as a direct cause of such behavior as attending work, seeking improve work methods and cooperating with other employees. For other theories it is a consequence of such behavior, because the behavior leads to reward from the supervisor for the work itself, and hence to satisfaction. For others, it is merely given management of valuable tool for locating dissatisfied group for whom personal cost may be unnecessary high. Once the sources of dissatisfaction have been located, plan can be formulated to remedy the situation. Exceptionally satisfied can also be located so that their performance of their be recognized and their good practices

supervisor

may

extended to other groups in the organization. In addition tracking each group of employees across time can highlight favorable and unfavorable changes in satisfaction and

health. Managers and researchers to device appropriate and effective remedies to employees dissatisfaction. Finally

when organizations have introduced intervention to improve employees itself, productivity of and enhance the quality can be of used work to

measures

job

satisfaction

evaluate resulting a symptom or a product.

2.2 Nature of job satisfaction

According to Durbin (1984, p. 21) nature of job satisfaction involve

Values Motivation Morale

2.2.1 Satisfaction and value

The job values of the new breed of employees differ in significant ways from the job values of the old breed. Also young employees in general, have somewhat different values from those of older employees.

Key job values have been identified that are helpful in drawing comparison between cotemporary and traditional employees. That satisfaction of todays employees could enhance by providing them opportunities to fulfill such

values as priority of family over work and creative work. The strategy would work providing that the employees had strong desires to satisfy such needs as affection, competence, or self-fulfillment.

2.2.2 Satisfaction and Motivation.

Job satisfaction and job motivation are conceptually related but not identical concept although most theoretical positions on the topics dont clearly differentiate between the two variables. Satisfaction refers to a state of

content mat; motivation refers to expending effort to words a goal. One way in which to visualize the relationship

between satisfaction and motivation is use of a four-way diagram indicating the extreme position shown in table 2.1.

Table 2.1 Contented Well satisfied High

relaxed workers hard charger Job Disgruntled Dissatisfied uninvolved worker hardworking person Low Satisfied

Low

High

In summary, they are as follows

Contented, relaxed worker Some people drive satisfaction from working in a

relaxed, no pressured atmosphere. If they had to work hard, they would experience job satisfaction.

Disgruntled, uninvolved workers Employees who fit this category are often under

stress. They dislike their job yet work just hard enough to prevent being fired or receiving serious reprimands.

Economic necessity forces them to work.

Dissatisfied hardworking person Many people with a professional orientation work hard

even if they are currently dissatisfied with their firm or journal working conditions. One motive for their motivation is that a professionally oriented person would not want to damage his or her reputation by performing poorly, even if a particular job were unsatisfying.

Well satisfied charged A person in this category is usually on the path

towards self-fulfillment.

Satisfaction and morale Both satisfaction and morale refers to positive a

motional status that may be experienced by jobholders, the term are often used interchangeably. Moral focuses more own and employees interest in helping the organization or

going along with its demand.

Morale is an attitude of satisfaction with, desire to continue in, and willingness to strive for the goals of a particular group or organization.

As

consequence can be

of drawn

this between

definition, satisfaction

to and

dissatisfaction

morale. First, morale oriented toward the future, whereas satisfaction relates to the present and past. Second,

morale is a feeling that relates to the group, based on a sense of common purpose and believes that group and

individual goals mesh. Satisfaction typically refers to the assessment made by an individual employee of his or her job situation.

2.3 Dimension
Dimensions of job satisfaction should be of concern to organization because of their association with certain work behavior. According to Luthans (1995, p. 71), there are three important dimensions of job satisfaction.

First, job satisfaction is an emotional response to job situation. As such, it cannot be seen, it can only inferred. Second, job satisfaction is often determined by how well outcome meet or exceed expectations. For example if organization participant feel that they are working much harder other then the department but are receiving favor rewards, towards they the will work, probably the boss have and a negative attitude They will

coworkers.

dissatisfied on the other hand, if they feel they are being treated very well and are being paid equitable, they are likely to have a positive attitude towards the job. They will be job satisfied. Thirdly, job satisfaction represents several related attitudes.

Smith, et-al (1969) has suggested that there is five job dimensions that represent the most important

characteristics of a job about which people have effective responses. These are

The Work Itself The extent to which the job provides the individual

with interesting tasks, opportunities for learning, and the chance to accept responsibility.

Pay The amount of financial remuneration that received and

the degree to which this is viewed as equitable vis--vis that of others in the organization.

Promotion Opportunities The chance for advancement in the hierarchy.

Supervision The abilities of the supervisor to provide technical

assistance and behavioral support

Co-Workers The degree to which fellow workers are technically

proficient and socially supportive

2.4 Relationship between General satisfaction and job-Satisfaction

Job-satisfaction is the total of sentiments related with the job conducted. values positive are realized If the worker perceives that his the his job, job he improvises acquires a

within

attitude

towards

and

job-

satisfaction.

Job-satisfaction

is

the

sum

of

all

negative

and

positive aspects related to the individual's salary, his physical and emotional working conditions, the authority he has, the autonomous usage of this authority, the level of success he has maintained and the rewards given due to this success the social statue maintained in relation with his job and his relations with his colleagues and

administrators.

Individual satisfaction.

elements

do

not

result

in

the

job-

Job-satisfaction can only be mentioned if

all these elements exist in a place in harmony.

Many researchers have noted the significance of this relationship (relationship between general satisfaction and Job-satisfaction). It may be suggested in by these be a researches function that of job-

satisfaction

may,

part

General A

satisfaction or it can be said attitude towards life. researcher Roe has concluded that,

"It

is

in

point

of

fact,

impossible

to

separate

occupational adjustment or occupational satisfaction from satisfaction with life."

One is the measure of other both is indications of person in the world but on the bases of some well

established studies.

Brayfield and Wells (1957) concluded that, "Job-satisfaction positively and and General related satisfaction among males were but no

significantly

significant relationship was obtained among females (Kaya, 1995; Tickle, 1994; Cranny et al. 1992).

2.5 Job-Satisfaction as a predictor

According to Luthans (1995, p. 80), Job-satisfaction has been used in the prediction of performance, stress or health. In many cases, it would be more accurate to say The

that dissatisfaction has been examined as a predictor.

implication is that certain behaviors or certain outcomes are more likely to be predicted from dissatisfaction

portion of scale than from satisfaction end.

Most individuals spend a large part of their working lives at work so that an understanding of factors involved in job satisfaction is relevant to improving the well being of a large number of individuals in an important aspect of their lives.

Another

important

reason

for

investigating

job-

satisfaction is the belief that increasing job-satisfaction will increase productivity and hence profitability of

organization.

Ability is another individual variable or we can say predictor that has been shown to be co-related with jobsatisfaction.

2.6 Theories of Job-Satisfaction

Over the years, researchers have developed several theories to explain Job-satisfaction. These models are

broadly categorized as content and process theories of Jobsatisfaction. The content theories of job-satisfaction

attempt to identify and categorize the most salient needs for example self actualization, responsibility, growth etc. that must be satisfied for the employees to be satisfied with their jobs.

The content models try to describe the causes of jobsatisfaction, they are basically content oriented. They

are referred to as static because they incorporate only one or few point in time and are either past or present time oriented. They are also termed as need fulfillment

theories and postulate that all individuals have different needs and that job satisfaction is determined by that how well the job is able to satisfy these needs.

On

the

other

hand

process

theories

are

never

more

complex models of job-satisfaction.

The process theories focus on psychological processes involved in making decisions and choices about work. are cognitively based. They

They try to describe the processes In other words they say

by which job-satisfaction occurs. how people satisfy their needs.

At present there exists a group of content theories and a group of process models but an overall theory of Job satisfaction synthesis of does not exist. is In fact integration in or our

various

seriously

lacking

understanding of job-satisfaction.

Thus in the absence of

any single comprehensive theory of job-satisfaction, only a brief account of more prominent of these app roaches will be presented (Imam, 1998).

6.2.1 Content Theories

Maslow's Hierarchy of needs (1943) and jobsatisfaction

Perhaps the most popular account of Job-satisfaction at present is that job-satisfaction involves fulfilling the individual's needs. One of the first needs a theory is

that have Maslow (1943) who postulated a need hierarchy with needs divided into those of a lower order needs and these of a higher order needs. The needs are as follows:1. 2. 3. 4. 5. Physiological Safety Social (affection) needs Esteem needs Self actualization needs

First three are lower order needs and fourth and fifth higher order needs. (Cranny et al. 1992).

In

1954

Maslow

first

published.

"Motivation

and

Personality", which introduced his theory.

He also theorized that a person could not recognize or pursue the next higher order needs in hierarchy until

her/his

currently

recognized needs was substantially

or

completely satisfied, a concept called prepotency (Joseph, 1997; Hardman et al. 2000).

Maslow argues that only after the lower order needs are satisfied in man capable of being concerned with

fulfilling higher order needs.

It must be admitted that

however other explanations are possible such as different expectations of individuals from different levels of

society or education as to what a job should offer.

Herzberg's theory of Job-Satisfaction

Among various behavioural theories, long generally

believed and embraced by American business are those of Frederick Herzberg and Abraham Maslow.

Herzberg, a psychologist proposed a theory about Jobfactors that motivate employees.

Herzberg (1959) constructed a two-dimensional paradigm of factors affecting and salary According peoples are to hygiene the attitudes. factors the Working rather absence than of

conditions motivators.

theory,

hygiene

factors

can create job-dissatisfaction but their

presence does not motivate or create satisfaction (Gawel, 1997).

It

means,

according

to

Herzberg,

causes

of

joband of

satisfaction distinct.

and An

Job-dissatisfaction might be with

are the

separate concepts

analogy

pleasure and pain.

For the normal healthy individual, the

mere absence of pain is not pleasurable of itself, although over the short term, of course, it may be that the relief of pain is considered pleasurable.

Similarly hygiene factors such as working conditions do not normally lead to feelings of satisfaction when they are good, except in the short term when they are newly introduced. On the other hand when they are bad, they do

lead to Job-dissatisfaction.

In conclusion, it must not be thought that Herzberg regards the adequate provision of hygiene factors, as

unimportant prevention of pain is as important in its way as the provision of pleasure.

Whatever the defects of Herzberg's theory, thanks to Herzberg, no one will ever again be able to ignore the importance of analyzing characteristics of the work itself in coming to an understanding of job-satisfaction (Callahan et-al. 1986; Hardman et-al. 2000).

Although Herzbergs paradigm of hygiene and motivating factors and Maslows hierarchy of needs may still have

broad applicability, at least one aspect of each salary as a hygiene factor (Herzberg) and esteem as a lower order need hold than in self-actualization the case of (Maslow), and does not seem to

elementary

secondary

school

teachers.

These findings may begin to explain why good

teachers are being lost to other, higher paying positions and to help administrators focus more closely on esteem needs 1995). of teachers individually and collectively (Kaya,

2.6.2 Process, Theories of Job-satisfaction

Herzberg and Maslow's theories are content theories of Job-satisfaction and they are basically interested in identifying the factors, which make for job-satisfaction and dissatisfaction.

Process determined not

theories only by

see the

job-satisfaction nature of the

as

being and its

job

context, but by the needs, values and expectations that individuals have in relation to their job. Yet while all

process theorists agree that job-.satisfaction depends on the relationship between the individual and his/her work environment, there are considerable differences of view as to which process relates to job-satisfaction. At least

three important factors have been put forward, that jobsatisfaction is determined by the extent of the discrepancy between what the job offers and what individual expects, what the individual needs and what the individual values (Vij, N. 2000).

2.7 Job-satisfaction and personal Variables

Researches have shown that characteristics of the work itself and of the context or situation in which the work is performed strongly influence job-satisfaction. By

modifying the job-design and the working conditions, it is possible to increase Job-satisfaction and employee

performance.

Situational

variables

thus

are

important

in

job-

satisfaction. In addition to contextual variables, research indicates that personal variables also can influence Jobsatisfaction. attributed education to and Variations employee's length of in Job-satisfaction gender, and have level been of

age,

Job-experience.

Although

these

factors can not be changed by employing organizations but can be used to perfect the relative levels of satisfaction to be expected among different groups of employees (Imam et-al. 1998).

Age and job-satisfaction

The general findings reported by Herzberg on the

relationship

between Job-satisfaction and age shows that

job -satisfaction starts high, declines and then starts to improve again with increasing age (Imam, 1998).

An extensive review of the research literature on age and job-satisfaction led Rhodes (1983) to conclude that

overall job-satisfaction is positively associated with age. A number of possibilities have been advanced to explain the results of increasing Job-satisfaction with age up to the pre-retirement age at least. Herzberg for example suggest

that

job-satisfaction

increases

with

age

because

the

individual comes to adjust to his work and life situation.

At the same time it is essential to realize that the pattern of satisfaction as a function of age is likely to differ from occupation to occupation and possibly between sexes.

Length of Service and Job-satisfaction

On the basis of extensive review of job-satisfaction literature Herzberg concluded, "Workers begin with high

morale which drops during the first years of service and remains low for a number of years. morale tends to go up." As service increases

Education level and Job-satisfaction

Two researchers Vollmer and Kinney found a negative relationship satisfaction. between They educational that the level education and Job-

showed

variable,

less educated older employees were more satisfied than more educated younger employees. . When they held age constant, they found the more educated to be less satisfied than the less educated.

The evidence therefore points to the complex nature of the relationship between educational level and Job-

satisfaction.

Findings of many researches indicate that

selecting the best-qualified candidate for a job is not necessarily the best decision to male. To have some one

over-qualified in terms of the utilization of skills is likely to lead to dissatisfaction when expectations or

values on the job are not fulfilled.

It is therefore vitally important that employees do not deceive themselves as to the demands required from a particular job.

The findings on the relationship between the level of education also raise the question of whether it is

advisable for the country to educate large numbers of its youth in University institutions. While graduates may be

better able to obtain jobs than non-graduates, the days are gone in Most Counties where a university graduate can count on getting the job he wants. jobs below their Graduates now have to accept in terms of working

expectations

conditions, pay and the actual job they are employed to do (Imam, 1998; Cranny et al. 1992; Kaya 1995).

Gender Difference and Job-satisfaction

Some of the studies of Job-satisfaction reported

significant difference between sexes.

Kuhlen (1963) found

that careers were of central importance to men but those careers were not as important to women.

Not only it is probable that males and females differ in their job-satisfaction, they also differ in the way they are treated in the organization. For example Hulin and

Smith pointed out in their research that females are likely to be paid differently, have different opportunities for promotion and have different levels of Job.

It

is

however

important

to

take

care

when

making

generalizations on the basis of present research findings.

A Job high on social satisfaction but low on skill utilization and career prospects may result in higher jobsatisfaction for females than for males. So on the basis of different researches, it can be pointed between out that there may be and significant relationship however

personal

variables

Job-satisfaction

they cannot be controlled.

2.8 Statistically significant factors affecting Job-satisfaction

Numerous research results show that there are many

factors affecting job-satisfaction.

Dis-satisfaction satisfaction. immediately stimulus. In and a

seems similar to

to way

be

more

motivating often to react a

than more

people than

visibly

pain

pleasant

Frequently there is not a simple relationship For example,

between satisfaction and its consequences.

the greater the dissatisfaction, the greater the motivation to quit. Once people are basically satisfied they are no

longer motivated to quit (Bavendam, 2000).

Satisfying satisfying

factors

motivate

workers

while factors

disare

factors

prevent.

Motivating

achievement, recognition, the job-conducted responsibility, promotion and the factors related to the job itself for personal development. Motivating factors in the working

environment result in the Job-satisfaction of person while protective ones dissatisfy him/her (kaya, 1995).

If people compare their achievements and the resulting awards with the others achievements and awards and the result is balanced then we can talk about job satisfaction (Welch,T. 2001).

Variables that are unrelated to the work environment (for example, economic conditions in the community or the relationship with family) may also affect Job-satisfaction. It appears that demographic variables such as age race and sex also moderate Job-satisfaction (Callahn et al. 1986).

We deserve all the treasures of life and first step towards this destination is allowing yourself to experience your full potential. Your personal greatness, if you enjoy

the process of a particular activity as well as the end result you are shooting for, you may have found something worth focussing upon.

Bavendam (2000) research identified six-factors that influenced Job-satisfaction. low, job-satisfaction was low. When these six factors were These factors are similar

to what we have found in other organizations.

Some important factors, which affect Job-satisfaction, are as follows:

Role of opportunity in measurement of Jobsatisfaction

Employees

are

more

satisfied

when

they

have

challenging

opportunities at work. Albeit said, "Job-satisfaction in function of not only what people have but also of what people have. the opportunity to have" (Cranny et al. 1992).

This

includes

chances to participate in interesting

projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important this is not simply, "Promotional opportunity." As organizations have become flatter, promotions can be rare. challenge through projects. Team People find special

leadership,

assignments as well as promotions (Bavendam 2000).

Choice is most crucial aspect of opportunity.

The

idea that opportunities are in themselves satisfying has

empirical support For example Milk and Monge (1986) found that working in a participative climate defined as having the opportunity to participate, had a more positive effect on work satisfaction than did actual participation in

specific decision.

Researches suggest that availability of an opportunity may be even more satisfying than experiencing the event or circumstances the offered by the opportunity. differences seems logical and to the Understanding of

individual it

availability that

opportunity,

propose

ability

provides opportunity because the more one is capable of doing; the more one has opportunity to do (Russel,T. 2001).

Stress and Job-satisfaction

Stress has been defined as the reaction of individuals to characteristics of the environment that poses a threat. It points to a poor fit between the individual and his or her environment in which excessive demands are being made oh people who are ill equipped to handle a particular

situation.

There stress.

is

variety

of

ways

to

classify

types

of

From a managerial perspective, however perhaps the

most useful approach is to distinguish between frustration and anxiety. Frustration is an observation to goal-

oriented behaviour.

That is it occurs when an individual

wants to pursue a certain course of action but is prevented from doing so. Anxiety on the other hand is a feeling of Anxiety occurs

inability to deal with anticipated harm.

when individuals do not possess appropriate responses or plans for coping with anticipated problems (Krejei et al. 1996).

When

negative is low.

stress Jobs

is are

continuously more

high, if

Jobthey

satisfaction

stressful

interfere with employees personal lives or are a continuing source of worry or concern (Bavendam, 2000; Traven and

Cooper 1996).

Leadership
Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a

good job, striving for excellence or just taking action.

Importance of supervision will vary from situation to situation and from time to time. This is not difficult to

imagine, as new supervisions with new styles of leadership are likely to introduce changes, which require individuals to change their habitual way of behaving. The new "broom"

is unlikely to be appreciated by those who have adapted to old methods. On the other hand in situations where

problems are large in number, a new supervisor may be able to increase satisfaction by remedying sources of discontent.

Many

studies

have

shown

that

most

employees

prefer

considerate leadership, Thus House, Fillay, Kerr, Warr and Wall note a number of studies in which consideration in supervisors is related to Job-satisfaction. For example a

study by Sadler (1970) of computer personnel found that both males and females preferred a leader who consulted employees about decisions. So it can be suggested that

there is positive relationship between good supervision and leaders and Job-satisfaction (Bavendam 2000; Cranny et al. 1992).

Work Standards
Employees are more satisfied when their entire

workgroups takes pride in the quality of their work.

The workers usually compare their working conditions with the conditions of society under the variable of social conditions. If the social conditions are worse than the

individual's working conditions, then this will result in satisfaction of individual as workers deem themselves

relatively good position.

So it is noted that to develop meaningful measures of quality, improve encourage work communication to between employees and

conditions

increase

Job-satisfaction

(Bavendam, 2000; Cranny et al. 1992; Kaya, 1995; Traven and Cooper 1996).

Fair-rewards
Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee

responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs.

It is self-evident that satisfaction with pay is an important element in our job-satisfaction. As to the

causes of satisfaction with pay, many investigations regard a important aspect to be the comparison process between

what an individual puts into a job and gets out of it in relation to what other people put into a job and get out of it.

The

rewards as pay

associated material and or

with

any

occupation Material

can

be

classified includes

psychic. rewards

reward

psychic

include

satisfaction,

appreciation from seniors, students and family (Bavendam, 2000).

So employees stress.

it who

is are

suggested rewarded

that

as

an

added

benefit, less

fairly,

they

experience

Adequate Authority
Employees are more satisfied when they have adequate freedom and authority to do their jobs.

If employees have given authority to make decisions, establish of their own work goals, then this affects their value for job. It also allows more freedom to act in the

way one thinks suitable for one's own abilities and this increase potential for applying skill to a particular job.

Certainly

there

is

ample-

evidence

that

individuals

do

desire immediate participation (Bavendam, 2000; Cranny et al. 1992).

Above

mentioned literature and researches show that stress, leadership, all work affect standards, rewards

opportunity, and

adequate

authority

Job-satisfaction

significantly.

2.9 Measurement of job satisfaction

The use of questionnaire of any kind to measure

attitudes is of course problematic for a number of reasons.

For example it is well established that people often give socially acceptable rather than real responses to

questions, often expend little time and effort in filling them and are often influenced by the way, the questions are phrased.

Furthermore where every one returns the questionnaire there is the problem of whether those who do return the questionnaire differ from those who do not. One might

expect for example that those who do return a questionnaire

are

more

interested

in

the

subject

being

examined

than

those who do not.

For all of these reasons, great care must be taken when considering job-satisfaction studies based on

questionnaires.

Methods of accessing attitudes such as interviews are much more time consuming and suffer from the problem of biasing, introduced by interviewer (Hayat, 1998).

2.10 Recent research

Sharon and Zhan Chen (2003)explained that

In a survey on job satisfaction among recent college graduates in financial planning, respondents were asked to rank such factors as realization of expectations, company support, attitude, relationships with coworkers, and pay; the results, which indicate that these workers are

reasonably satisfied with their jobs, support a "bottom-up" theory in which individuals sum up the positive and

negative

factors

related

to

their

jobs

and

decide

how

satisfied they are on that basis.

To

learn

about

the

job

satisfaction

of

recent

financial planning graduates of a large university in the Midwest, the authors developed a survey on job satisfaction and work experience. The survey was designed to serve three purposes: First, it was assumed that information on job satisfaction of recent financial planning graduates would benefit the financial services industry. Second, the

information from a university with an established program could serve as a benchmark for other educational programs in financial planning. Third, the information could be used to improve the curriculum at the university.

Two social theories compete to explain what determines job satisfaction: the "bottom-up theory" and the "top-down" theory. The bottom-up theory basically states that

individuals have needs and that they will be happy if their needs are satisfied. The sum of positive and negative

effects is used to determine happiness. If the positive effects are greater than the negative effects, individuals will judge their life as happy. is "a In contrast, top-down to

theory

states

that

there

global

propensity

experience things in a positive way." In other words, all individuals have a desire to be happy and this attitude will be the major influence on their lives. Thus, feelings about job satisfaction are generated in one of two ways: from the bottom up by adding positive effects and the

subtracting

negative ones, or from the top down by

diffusion of ones desire to be happy.

Abraham H. Maslows hierarchical model of human needs (1943) can be used to identify the factors affecting job satisfaction. The model states that individuals experience a hierarchy of needs, from lower level to higher level needs. Maslows model can be used by

psychological

individuals to develop a sense of satisfaction in their jobs if they utilize a bottom-up perspective on job

satisfaction. Safety is an example of a lower level need; it helps explain the effects of job security and pay on job satisfaction.

Moving individuals

up

the

hierarchy, have

it

can

be

observed

that

also

social

needs--for

affection,

belonging, and acceptance. These needs affect the way that individuals interact with their coworkers and management. The highest need in Maslows hierarchical model is self-

actualization.

Self-actualization

and

self-esteem

are

related to the sense of inner reward that some individuals experience when is doing their to work. be In addition, of the self-

actualization

believed

one

principal

factors motivating people toward self-employment.

Some theory. A

empirical study by

evidence Alfonso

exists and

for

the

bottom-up for

Andres

Sousa-Poza,

example, suggests that job satisfaction is determined by finding a balance between work-role inputs and outputs.3 Examples of work-role inputs include the workers level of education, the number of hours worked, and the type of

occupation for which the worker was trained. Examples of work-role received, outputs the are the of amount of total job compensation the

level

perceived

security,

opportunities for advancement, the extent to which the job and work are interesting, the amount of independence and self-direction in the work, the benefits of the work to people workers and have society, with and the quality of the relations The

their

colleagues

and

management.

Sousa-Poza study found that "having an interesting job" and "having good relations with management" explained the

largest proportion of variance in job satisfaction.

2.11 IMPORTANCE TO WORKER AND ORGANIZATION

Frequently,

work

underlies

self-esteem

and

identity

while unemployment lowers self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's

initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational

success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. 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 motivated and committed to high quality and performance. of Increased per productivitythe workedseems working quantity to be It a is

quality of

output

hour of

byproduct

improved

quality

life.

important to note that the literature on the relationship between job satisfaction and productivity is neither

conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation

between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are

motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful

motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline.

Tangible ways in which job satisfaction benefits the organization include reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a healthier work force and has been found to be a good indicator of longevity. And although only

little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus

protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my

factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory". (Brown, 1996, p. 123)

2.12 WORKERs ROLES IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be and can able to contribute on the to his or her own

satisfaction suggestions satisfaction:

well-being help a

job. find

The

following job

worker

personal

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.

Employers

value and reward excellent reading, listening, writing, and speaking skills.

Know helps you

more. to

Acquire perform

new

job-related more

knowledge efficiently

that and

tasks

effectively. This will relieve boredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result 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 helps to give meaning to one's

existence, thus playing a vital role in job satisfaction.

Learn developing

to

de-stress.

Plan

to

avoid

burnout

by

healthy

stress-management

techniques.

(Brown,

1996, p. 129)

Chapter III

Data collection and analysis

This chapter deals with the methodology and procedures for the collection of data. This was a descriptive research that aims to find out the level of job satisfaction of employees of multinational companies and local companies. For the collection of relevant information following methodology and procedure was used. Data collected by the opinion of mid-management of multinational companies and local companies.

3.1 Population
The population consisted of all multinational and

local companies operating in Lahore.

3.2 Sampling
To collect data five multinational and five local

companies were selected by convenient sampling because of shortage of time and conveyance problems.

3.3 Development of questionnaire

A structured and close-ended questionnaire was

developed for survey from middle management of the selected companies. Eighteen items were prepared by using five-

lickert scale. The respondent has to tick one of the given five options against every question. The options were

strongly agree(SA), agree(A), undecided(U), disagree(D) and strongly disagree(SA). was measured The by authenticity computer of the named

questionnaire

software

Statistical Package for Social Sciences (SPSS) by applying the reliability test using alpha coefficient. The value of alpha coefficient was 0.8264 that showed the authenticity of the questionnaire.

3.4 Administration of the Questionnaire

The researchers circulated personally all the organizations and administered the questionnaire to all the managers. After three days the questionnaires were received back with responds.

3.5 Data Tabulation & Analysis

After collection of data, it was tabulated, analyzed and interpreted in the next chapter. Data analysis was done by using the software SPSS, by which we found frequency, percentage and mean of every item of a questionnaire. In the end we applied T- test to find out the difference between the level of satisfaction among middle management of multinational companies and local companies.

Chapter IV ANALYSIS OF DATA

This

chapter of

is the

concerned data.

with

the of

analysis data form is in

and most this

interpretation data is edited

Analysis in

important and crucial part of every research. Analysis of and presented tabular chapter. Interpretation and analysis of data is also given below in each table. The sample of the study was twenty middle level managers of multinational companies and twenty middle level managers of local companies.

Table 4.1:

Opinions of the managers if they considered their job rather unpleasant

Scal e SA
A U D SD

Scor e
1 2 3 4 5 f 0 2 1 9 8

Multinational Companies % 0 10 5 45 40 4.15 Mean f 0 2 4 7 7

Local Companies % 0 10 20 35 35 3.95 Mean

40 strongly

percent

managers 45

of

multinational disagreed, 5

companies percent

disagreed,

percent

undecided and 10 percent are confident to this statement. Mean value shows that most of the managers strongly felt their job pleasant for themselves. 35 percent managers of local companies strongly

disagreed, 35 percent disagreed, 20 percent undecided and 10 percent believe on this statement. Mean value shows that mostly managers do not feel their jobs are unpleasant for themselves.

Table 4.2:

Opinions of the managers if they feel that their friends are more interested in their jobs

Scal e SA
A U D SD

Scor e
1 2 3 4 5 f 1 4 5 10 0

Multinational Companies % 5 20 25 50 0 3.20 Mean f 0 2 7 6 5

Local Companies % 0 10 35 30 25 3.70 Mean

In

multinational

companies

50

percent

managers

disagreed, 25 percent

undecided, 20 percent agreed and 5

percent strongly agreed to this opinion. Mean value shows that most of the respondents were undecided to that their friends were more interested in their jobs. In disagree, local 30 companies percent 25 percent disagree, managers 35 strongly are

only

percent

undecided and 10 percent are confident to their opinion. Mean value shows that most of the respondent do not agreed that their friends were interested in their jobs.

Table 4.3:

Opinions of the managers if they often get bored with their jobs

Scal e SA
A U D SD

Scor e
1 2 3 4 5 f 0 2 4 11 3

Multinational Companies % 0 10 20 55 15 3.75 Mean f 0 3 4 8 5

Local Companies % 0 15 20 40 25 3.75 Mean

It indicates that 15 percent middle level managers in multinational companies strongly disagree, 55 percent only disagree, 20 percent managers are undecided and 10 percent agree to the statement. Mean value shows that they do not get bored with their jobs. It also indicate that in local companies 25 percent strongly disagree, 40 percent disagree, 20 percent managers are undecided and 15 percent do

agree to the statement. Mean value shows that they do not get bored with their jobs.

Table 4.4:

Opinions

of

the

managers

if

they

force

themselves to go to work

Scal e SA
A U D SD

Scor e
1 2 3 4 5 f 0 1 3 10 6

Multinational Companies % 0 5 15 50 30 4.05 Mean f 1 6 0 8 5

Local Companies % 5 30 0 40 25 3.50 Mean

In multinational companies 30 percent managers strongly disagree, 50 percent disagree, 15 percent have no decision and 5 percent agree to this opinion. Mean value shows that respondents are strongly disagree that most of the time they have to force themselves to go to work. In local companies 25 percent managers strongly disagree, 40 percent disagree, 30 percent agree and 5 percent strongly agree to it. Mean value shows

that managers are undecided that most of the time they have to force themselves to go to work.
Table 4.5: Opinions of the managers if they feel there jobs are no more interesting than others they could get

Scal e SA
A U D SD

Scor e
1 2 3 4 5 f 1 1 4 9 5

Multinational Companies % 5 5 20 45 25 3.80 Mean f 0 2 3 11 4

Local Companies % 0 10 15 55 20 3.85 Mean

25 percent managers in multinational companies strongly disagree, 45 percent disagree, 20 percent are undecided, 5 percent only agree and 5 percent strongly agree to the statement. Mean value shows that respondents are disagree that their jobs are more interesting rather than they can get.

In local companies 20 percent strongly disagree and 55 percent disagree, 15 percent are undecided and 10 percent are agree to the statement. Mean value shows that respondents are disagree that their jobs are more interesting rather than they can get.

Table 4.6:

Opinions of the managers if they feel they definitely dislike their work

Scal e SA
A U D SD

Scor e
1 2 3 4 5 f 1 0 2 4 13

Multinational Companies % 5 0 10 20 65 4.40 Mean f 0 1 0 10 9

Local Companies % 0 5 0 50 45 4.35 Mean

65 strongly

percent

managers 20 their shows

in work were

multinational disagree and 10

companies that they were the like

disagree, dislike and Mean 5

percent

definitely undecided statement. their work. 45

percent agreed to were

percent value

strongly

that

respondents

percent

managers

strongly

disagree,

50

percent

disagree, and 5 percent agree to the statement in local companies. Mean value shows that they like their work.

Table 4.7:

Opinions of the managers if each day of work seems to them as it will never end

Scal e SA
A U D SD

Scor e
1 2 3 4 5 f 0 2 2 8 8

Multinational Companies % 0 10 10 40 40 4.10 Mean f 1 5 1 9 4

Local Companies % 5 25 5 45 20 3.50 Mean

In multinational companies 40 percent strongly disagree, 40 percent disagree, 10 percent were undecided and 10 percent agree to the statement. Mean value indicates that they were disagreed that each day of work seems like it will never end. In local companies 20 percent strongly disagree, 45 percent disagree, 5 percent undecided, 25 percent agree and 5 percent strongly agreed to the statement. Mean value indicates that they were

undecided that each day of work seems like it will never end.

Table 4.8:

Opinions of the managers if they feel that their jobs are pretty uninteresting

Scal e SA
A U D SD

Scor e
1 2 3 4 5 f 0 1 3 8 8

Multinational Companies % 0 5 15 40 40 4.15 Mean f 0 1 3 12 4

Local Companies % 0 5 15 60 20 3.95 Mean

This indicate that in multinational companies 40 percent managers strongly disagree, 40 percent disagree, 15 percent were undecided and 5 percent

were agreed to the statement. Mean value indicate that most of the respondent felt that their jobs were pretty interesting.

In local companies that 20 percent managers strongly disagree, 60 percent disagree, 15 percent undecided and 5 percent were agreed to the statement. Mean value indicates that most of the respondent felt that their jobs were pretty interesting.

Table 4.9:

Opinions of the managers if they disappointed to ever took this job

Scal e SA
A U D SD

Scor e
1 2 3 4 5 f 0 0 2 7 11

Multinational Companies % 0 0 10 35 55 4.45 Mean f 0 1 1 10 8

Local Companies % 0 5 5 50 40 4.25 Mean

55

percent

managers

of

multinational

companies

strongly disagree, 35 percent disagree and 10 percent had no decision. Mean value indicates that managers were not disappointed that hey ever took this job. 40 percent managers of local companies strongly

disagree, 50 percent disagree, 5 percent undecided and 5 percent agreed to the statement. Mean value indicates that managers were not disappointed that they ever took this job.

Table 4.10:

Opinions of the managers if they feel that their jobs are like hobby to them

Scal e SA
A U D SD

Scor e
5 4 3 2 1 f 6 10 2 2 0

Multinational Companies % 30 50 10 10 0 4.00 Mean f 1 11 4 2 2

Local Companies % 5 55 20 10 10 3.35 Mean

In multinational companies 30 percent were strongly agreed, 50 percent were agreed, 10 percent were undecided and 10 percent disagreed to the opinion. Mean value indicates that mostly managers agreed to that their jobs were like a hobby to them. In local companies 5 percent managers strongly

agree, 55 percent agree, 20 percent were undecided, 10 percent disagree and 10 percent strongly disagree to the opinion. Mean value indicates that mostly managers undecided that their jobs were like a hobby to them.

Table 4.11:

Opinions of the managers if their jobs are interesting enough to keeping them from

getting bored

Scal e SA
A U D SD

Scor e
5 4 3 2 1 f 8 8 4 0 0

Multinational Companies % 40 40 20 0 0 4.20 Mean f 1 12 4 3 0

Local Companies % 5 60 20 15 0 3.55 Mean

In agreed,

multinational 40 percent

companies, 20

40

percent undecided

strongly to the

agreed,

percent

statement. Mean value indicates that managers were agreed that their jobs were usually interested enough to keep them from getting bored. In percent disagreed managers local agreed, to were the companies 20 5 percent strongly and agreed, 15 60

percent .

undecided Mean their value

percent that

opinion.

indicates were

agreed

that

jobs

usually

interested enough to keep them from getting bored.

Table 4.12:

Opinions of the managers if they enjoy their

work more than their leisure time

Scal e SA
A U D SD

Scor e
5 4 3 2 1 f 3 10 1 6 0

Multinational Companies % 15 50 5 30 0 3.50 Mean f 2 10 2 4 2

Local Companies % 10 50 10 20 10 3.30 Mean

In

multinational

companies

15

percent

managers

strongly agree, 50 percent agree, 5 percent undecided, 30 percent agree to the opinion. Mean value indicates that managers were undecided that they enjoy their work more than their leisure time. In disagree statement. undecided local and that companies 10 percent value they enjoy 10 percent strongly their managers disagree that work more strongly to than this were their

agree, 50 percent agree, 10 percent undecided, 20 percent Mean indicates managers

leisure time.

Table 4.13:

Opinions of the managers if they were fairly satisfied with their present jobs

Scal e SA
A U D SD

Scor e
5 4 3 2 1 f 7 11 0 2 0

Multinational Companies % 35 55 0 10 0 4.15 Mean f 2 15 3 0 0

Local Companies % 10 75 15 0 0 3.95 Mean

In to the

multinational statement. Mean

companies value

35

percent that most

managers of the

strongly agree, 55 percent agree and 10 percent disagree shows managers agreed that they were fairly satisfied with their present jobs. In local companies 10 percent managers were strongly agree, 75 percent agree and 15 percent were not sure about the statement. Mean value shows that most of the managers agreed that they were fairly satisfied with their present jobs.

Table 4.14:

Opinions

of

the

managers

if

they

are

satisfied with their jobs for the time being

Scal e SA
A U D SD

Scor e
5 4 3 2 1 f 6 12 0 2 0

Multinational Companies % 30 60 0 10 0 4.10 Mean f 2 7 2 6 3

Local Companies % 10 35 10 30 15 2.95 Mean

In

multinational

companies,

30

percent

strongly

agreed, 60 percent agreed and 10 percent disagreed to this opinion. Mean value indicates that most of the managers agreed that they were satisfied with their jobs for the time being. In disagree statement. time being. local and companies, 15 percent value 10 percent managers disagree that the strongly to this

agree, 35 percent agree, 10 percent undecided, 30 percent strongly Mean indicates managers

undecided that they were satisfied with their jobs for the

Table 4.15:

Opinions happier people

of with

the

managers work

if

they most

were other

their

than

Scal e SA
A U D SD

Scor e
5 4 3 2 1 f 4 14 2 0 0

Multinational Companies % 20 70 10 0 0 4.10 Mean f 7 12 1 0 0

Local Companies % 35 60 5 0 0 4.30 Mean

In

multinational

companies

20

percent

managers

strongly agree, 70 percent agree and 10 percent undecided to the statement. Mean value shows that managers agreed that they were happier with their work than most other people. In regarding local this companies statement. 35 percent value managers shows strongly mostly

agreed, 60 percent agreed and 5 percent were undecided Mean that managers agreed that they were happier with their work than most other people. Table 4.16: Opinions of the managers if they were

enthusiastic about their work

Scal e SA
A U D SD

Scor e
5 4 3 2 1 f 5 13 1 1 0

Multinational Companies % 25 65 5 5 0 4.10 Mean f 4 9 4 3 0

Local Companies % 20 45 20 15 0 3.70 Mean

In agreed,

multinational 65 percent

companies 5

25

percent

strongly and 5

agreed,

percent

undecided

percent disagreed to the statement. Mean value indicates that the managers agreed that they were enthusiastic about their work. in local companies 20 percent strongly agreed, 45 percent the agreed, 20 percent that undecided were and 15 percent that about disagreed with the statement.Mean value indicates managers agreed they enthusiastic their work.

Table 4.17:

Opinions of the managers if they like their jobs more than average worker does

Scal e SA
A U D SD

Scor e
5 4 3 2 1 f 6 11 3 0 0

Multinational Companies % 30 55 15 0 0 4.15 Mean f 5 10 5 0 0

Local Companies % 25 50 25 0 0 4.00 Mean

In multinational companies 30 percent strongly agreed, 55 percent agreed and 15 percent undecided about the

statement. Mean value indicates that mostly managers agreed that they liked their job more than average workers do. In local companies 25 percent strongly agreed, 50

percent agreed and 25 percent undecided to the opinion. Mean value indicates that mostly managers agreed that they liked their job more than average workers do.

Table 4.18:

Opinions of the managers if they found real enjoyment in their work

Scal e SA
A U D SD

Scor e
5 4 3 2 1 f 7 6 4 2 1

Multinational Companies % 35 30 20 10 5 3.80 Mean f 5 12 2 1 0

Local Companies % 25 60 10 5 0 4.05 Mean

In

multinational

companies

35

percent

strongly

agreed, 30 percent agreed, 20 percent were in doubt, 10 percent disagreed and 5 percent were strongly disagreed to the opinion. Mean value shows that mostly managers were agreed that they found real enjoyment in their work. In local companies 25 percent strongly agreed, 60

percent agreed, 10 percent were in doubt and 5 percent disagreed to the statement. Mean value shows that mostly managers were agreed that they found real enjoyment in their work.

Table No. 4.19

T-TEST ANALYSIS FOR THE COMPARISION OF JOB SATISFACTION AMONG MIDDLE MANAGEMENT OF MULTINATIONAL AND LOCAL COMPANIES.

Types of Respondents
Managers of multinational companies Managers of local companies

N
20

MEAN
72.1500

T
1.587

Df
38

Sig(2 tailed)
.121

20

67.9500

Table 4.19. Shows that T value (1.587) is significant at P<0.05 level of significance, so our null hypothesis is that: There is no significant difference between the level of job satisfaction among middle management of

multinational companies and local companies, is rejected. After analyzing value of mean we conclude that managers of multinational companies are more satisfied than the

managers of local companies.

CHAPTER V
SUMMARY, FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

5.1 SUMMARY
A persons job is more than just the obvious

activities of shuffling papers, writing programming code, waiting on customers, with rules or driving a truck. Jobs require

interaction organizational

co-workers and

and

bosses, meeting

following performance

policies,

standards, living with working conditions that are often less than ideal and the like. This means that an employees assessment of how satisfied or dissatisfied he or she is with his or her job is a complex. So, researcher tried to explore the level of job satisfaction of employees at midmanagement in multinational and local companies.

The purpose of this study is to compare the level of job satisfaction among the employees at mid-management in multinational and local companies operating in Lahore.

The operating

study in

was

delimited The

to

only of

to

the

companies study was

Lahore.

nature

the

descriptive research and tool was the structured and closed ended questionnaire. The researcher went through the

literature related to the job satisfaction that helped in understanding the problem and its background. After a

review of related literature, a closed ended questionnaire was prepared under the guidance of supervisor of this

research.

The

researcher

conducted

the

survey

in

which

questionnaire was distributed personally to twenty managers of multinational and twenty managers of local companies. After the data collection, the data was analyzed in terms of percentage and average mean in forth chapter.

Then in fifth and final chapter, researcher worked out the findings and conclusion leading to the recommendation at the end.

FINDINGS

From

the

data

analysis

and

interpretation

in

the

previous chapter, researchers have found the followings:

In

multinational

companies,

managers

believed

that

their jobs are not unpleasant for them Managers in local companies feel that their friends have more interesting jobs. Both in multinational companies and local companies

managers do not get bored with their jobs. Managers of multinational companies do not have to

force themselves to go to work. Managers of local companies feel that their jobs are more interesting than others they could get. Managers statement of multinational companies disagree to they definitely dislike their the

that

work.

They are not too dissatisfied to dislike their job. Managers of multinational companies do not believe

that their work is too tiresome for them, as it will never end. The managers of multinational companies believe that their job is pretty interesting for them. Managers of multinational companies are not

disappointed with their present job.

When we talk about the interest level, managers of multinational companies take their jobs as hobby to them.

Managers of multinational companies do not get bored with their jobs because they feel that their job is usually interesting enough for them.

In multinational companies managers enjoy their work more than their leisure time.

Both

in

multinational companies and local companies

feel that they are fairly satisfied with their present job. Whether the maximum companies but the that number are of managers with at their

multinational present research jobs

satisfied from of

finding managers

the

following

shows

multinational

companies are only satisfies for the time being. Managers of local companies are happier and satisfied with their jobs than others. The enthusiasm and devotion towards job is high in multinational multinational companies, it shows that employees companies are more satisfied at and

committed to their present job.

If we talk about the job satisfaction of an average worker, researcher found that managers of

multinational

companies like their jobs better than

the average workers do. Managers of local companies found real enjoyment in their work.

CONCLUSION

Based

on

the

findings

of

the

study,

the

following

conclusions were drawn: The level of job satisfaction in middle management of local companies is on average. It is because the managers in local companies feel that they have too much workload, get bored at their jobs and cannot enjoy their work. They

do not feel much satisfaction towards job even for time being. They are less enthusiastic, less devoted and less committed to their jobs as they should be. The level of job satisfaction in middle management of multinational companies. companies companies is high as compared in to local

Because are more

the

managers and

multinational to their

enthusiastic

devoted

work. They feel their jobs are too interesting to not to let them bore, they take it as enjoyable as a hobby to them. They never dislike or being disappointed with the jobs. They are please and fairly satisfied with their jobs for the time being. After the comparison it is clear that even though local companies are operating very well, the employees are satisfied with their jobs but still the job satisfaction level of multinational companies is high.

RECOMMENDATIONS
From the findings and conclusion of the study the researcher feel to give the following suggestions and recommendations:

 In

local

companies,

the

workload

should

be

divided

equally among the employees and the management should revise the overall setup. By providing friendly atmosphere, arranging business dinners and parties in local companies, the management can create interest in its employees to work hard. The mid-managers must be committed and enthusiastic to the jobs so hey could get more satisfaction as compare to their friends and others. The managers in local companies should take their job as a hobby. It will help to keep them relax and not to get bore at job. The managers of multinational companies have to focus at their present jobs until they get some better

opportunity. Multinational companies should provide better

opportunity to their employees for their growth. This research is helpful for the employers, employees as well as for the fresh graduates. Further research should be done in this area to explore more companies and to indicate various other factors that play vital role in job satisfaction of the employees because

human capital is the asset of an organization.

References
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J
Kaya, Ebru, (1950). Job satisfaction of librarians in developing countries. Retrieved April 12, 2006, from http www.ifla.org/Iv/ifla /61/61-kaya html

Krejei, Paul Taroslav, Kvopil & Jiri, Semard (1996), The relationship between job satisfaction, job frustration & attitude towards professional ethical behavior among police officers. Retrieved April 14, 2006, from www.ncjrs.org.policing/re 1961.html. Locke, Edwin A. (1976). The Nature and Causes of Job Satisfaction. In M. D. Dunnette, Edition., Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally. Luthan, F. (1995). Organizational behavior .New York. McGraw Hill, Inc. Maslow, Abraham. H. (1943). A Theory of Human Motivation. Psychological Review 50:370396 Mitchell, T.R.et-al (1987). An introduction to organizational behavior. New York: McGraw Hill, Inc. Robbins, S.P. (2002), International Inc. Organizational Behavior, International Edition, Prentice-Hall,

Russel, T, Marie (2001), Are you happy with your job. Retrieved April 14, 2006, from www.employersatisfaction.com Schester, M. (1979). The aging workers. Landon: Sage publication Sharon A. DeVaney and Zhan Chen (2003) Retrieved http://www.bls.gov/opub/cwc/cm20030522ar01p1.htm April 14, 2006 from

Simmons, R.E. (1978, p94). Meaning Behavior process Application of theory and research New York: ANM publishing corporation. Smith, P.C, et. al. (1969) The measure of satisfaction in work and retirement. Chicago: Rand McNally Smith, P.C. at-al. (1992). Development and validations of the stress: in general SIG Scale: Paper presented at the 7th annual society for industrial and organization psychology convention. Montreal: Canda Tickle; Les (1994). The induction of new teachers (reflective professional practice). Printed and bound in Great Britain by Redwood books Trowbridge, Wiltomine.U K. Travan, T, Chery, Cooper, L, Can, (1996). Teachers under pressure stress in teaching professional, New York. New Fette Tane London. Vij, Nichni. (2000). How to choose a career that will bring you satisfied. April 12, 2006, from www.dinsol.com/educationindex/counselling. Welch, Tom (2001) Career satisfaction and job search success. Retrieved April 12, 2006, from www.workhappy.com/preview.html.

APPENDIX A

LIST OF SELECTED COMPANIES

1. Bank Allfalah Private Limited, Lahore. 2. Standar Charted Bank Private Limited, Lahore. 3. Total Parco Pakistan Private Limited, Lahore. 4. Paktel Limitd,Lahore. 5. Telenor Telicommunication,Lahore. 6. Gawader Builders and Companies, Lahore. Associates Group of

7. ICC Private Limited, Lahore. 8. ICC Textile Limited, Lahore. 9. Izhar Concrete Private Limited, Lahore.
10

Spell Fujiya Private Limited, Lahore.

APPENDIX B QUESTIONNARE
We are under mentioned; intend to compare the level of job satisfaction among the middle management of local companies and multinational companies. By filling this questionnaire, you would contribute towards the much needed research work in Pakistan. Thank you very much.

Name: Sex: Qualification: Job Post: Company Name:

Rate the following statements according to their importance KEY: SA = Strongly Agree A U = Agree = Undecided

= Disagree

SD = Strongly Disagree

S .No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

Questions
I consider my job rather unpleasant. It seems that my friends are more interested in their jobs. I am often bored with my job. Most of the time I have to force myself to go to work. I feel that my job is no more interesting than other I could get. I definitely dislike my work. Each day of work seems like it will never end. My job is pretty uninteresting. I am disappointed that I ever took this job. My job is like a hobby to me. My job is usually interesting enough to keep me from getting bored. I enjoy my work more then my leisure time. I feel fairly satisfied with my present job. I am satisfied with my job for the time being. I feel that I am happier in my work that most other people. Most days I am enthusiastic about my work. I like my job better than the average worker does. I find real enjoyment in my work.

SA 1

A 2

U 3

D 4

SD 5