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EMPLOYEE ENGAGEMENT AND JOB SATISFACTION

Research · October 2015

DOI: 10.13140/RG.2.1.5050.6966

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 EMPLOYEE ENGAGEMENT AND JOB
SATISFACTION
__________________________________________________________________________

Ng Kim-Soon*
Gunasegeri Manikayasagam
Faculty of Technology Management and Business
Universiti Tun Hussein Onn Malaysia
*Corresponding email: ksng@uthm.edu.my

Abstract

Employee engagement is on the decline and there is a deepening disengagement among

employees today. During economic downturn, engaged employee with full workforce can
make differences of survival or success of business organization. The construct and
dimensions to measure employee engagement are unclear. There is still no any well known
and acceptable concept of these constructs and measures. In other words, researchers and
reviewers do not use the same components and dimensions to describe employee
engagement. Today’s works environment has evolved considerably. The process by which
we expect engagement to happen needs to be fully understood so that managers can have
strategies or manage other context issues to enable full employee engagement. The paper
aims to determine the components and dimensions of employee engagement, and
investigate its effect on job satisfaction of an oleo chemical company. Factor, reliability and
multiple regression analyses were employed to analyze the data. This study answered the
research questions formulated. Recommendations to organization are reported.

Key words: employee engagement, job satisfaction, leadership, communication, employee

involvement

_________________________________________________________________________

1
1.1 INTRODUCTION

According to [1], Manager Director of Tower Perrins, higher levels of employee engagement
can lead to stronger business performances which in turn lead to higher levels of
engagement. A survey carried out by Global Workforce Study 2007-2008 found that high
levels of employee engagement enjoyed an average increased of 13.7% in their net income
and companies with low levels of employee engagement averaged a 3.8% drop in net
income.

Engagement is a relatively new field of study [2]. [3] are among the earlier researchers on
employee engagement. According to [2] and [3], employee engagement focuses on the
issues of commitment, satisfaction and organizational behaviour. [4] perceived engagement
in the form of personal engagement where people use varying degrees of themselves in
their work roles by having their own perception and definition of the both engagement and
disengagement is where people employ and express themselves physically, cognitively, and
emotionally during role performances. Engagement is characterized by energy, involvement,
and efficacy and this is a directly opposite to the three burnout dimensions of exhaustion,
cynicism, and inefficacy [5].

Social Exchange Theory provides a theoretical foundation to explain why employees choose
to become more or less engaged in their work and organization. The conditions of
engagement in both [4] and [5]’s models can be considered economic and socio-emotional
exchange of resources. When employees receive these resources from their organization
they feel obliged to repay the organization with greater levels of engagement. In terms of
[4]’s definition of engagement, employees feel obliged to bring themselves more deeply into
their role performances as repayment for the resources they receive from their organization.
On the other hand, [4] explains the disengagement of the employee engagement occurs
when people withdraw and defend themselves physically, cognitively, and emotionally during
role performances. When the organization fails to provide these resources, individuals are
more likely to withdraw and disengage themselves from their roles. In this case, the amount
of cognitive, emotional, and physical resources that an individual is prepared to devote in the
performance of one’s work roles is contingent on the economic and socio-emotional
resources received from the organization.

[6] of Towers Perrins reported that employee engagement makes it meanings as the degree
to which employee think, feel and act in line with company goals which includes the extend
to which employees go the extra mile in their work in the form of discretionary effort,
creativity and energy. [6] added that if an employee wants to be fully engaged, they need to
possess rational understanding of the organization's strategic goals, values, and how
employees fit. Employee must have emotional attachment to the organization and motivation
and willingness to invest discretionary effort to go above and beyond.

[7] explained that an engaged employee is a person who is fully involved in, and enthusiastic
about, his or her work. In his book, Getting Engaged: The New Workplace Loyalty he
explains that truly engaged employees are attracted to, and inspired by, their work (“I want to
do this”), committed (“I am dedicated to the success of what I am doing”), and fascinated (“I
love what I am doing”). Engaged employees care about the future of the company and are
willing to invest the discretionary effort – exceeding duty’s call – to see that the organization
succeeds. Rutledge urged managers to implement retention plans so that they could keep
their top talent.

According to [8], employee engagement can be achieved through the creation of an

organizational environment where positive emotions such as involvement and pride are
encouraged, resulting in improved organizational performance, lower employee turnover and
better health. [9] argued that when individuals feel positive emotions, they are able to think in

2
a more flexible, open-minded way and are also likely to feel greater self-control, cope more
effectively and be less defensive in the workplace.

1.2 PROBLEM STATEMENT

[10] and [11] state that employee engagement is on the decline and there is a deepening
disengagement among employees today. In the time of economic downturn, engaged
employee with full workforce can make differences of survival or success of the organization
[1]. Employee engagement has been defined in many different ways and the definitions and
measures often sound like other better known and established constructs like organizational
commitment and organizational citizenship behavior [8]. According to [12], the constructs
and dimensions of the employee engagement are in the development stage. The specific
employee engagement is unclear and there is no acceptable constructs. In the other words
researchers and reviewers do not use the same components to describe employee
engagement. In the above concerned, this study is significant in the development of
employee engagement constraint and to find its relationship with job satisfaction.

In relation to the above problem statement, the objectives of this study are to find the
components of employee engagement, the components of job satisfaction and to study the
relationships between employee engagement and job satisfaction.

1.3 RESEARCH QUESTIONS

To provide better insights into the areas that enable employer to improve the management of
their employees, the following research questions were formulated:

i. What are the components of employee engagement?

ii. What are the components of job satisfaction?

iii. Is there a relationship between employee engagement and job satisfaction?

1.4 SCOPE OF STUDY

This study was conducted at an oleo chemical factory located at Rawang town, in the state
of Selangor, Malaysia. The population of this study is the production operators and
supervisors. All the identified eighty (80) production operators and supervisors were
distributed the survey questionnaire to answer.

1.5 SIGNIFICANCE OF THE STUDY

Current researches are difficult to generalize its findings on components of employee

engagement. Thus, this study has the potential to provide awareness to the company on the
components of employee engagement and improvement to job satisfaction and the
relationship between them. Such study will also be able to provide new evidence and
reference material to researchers who are interested to further delve in this area.

3
1.6 RESEARCH FRAMEWORK

The research framework for this study is presented in Figure 1.1.

Employee Engagement Job Satisfaction

- Communication - Intrinsic
- Leadership - Extrinsic
- Employee involvement

- Commitment

Figure 1.1: Research Framework

3.0 RESEARCH METHODOLOGY

3.1 Type of Study

This is a cross-sectional study. Survey method was employed to collect the data to answer
the research questions. It is conducted among the targeted population through self-
administrated questionnaire. The unit of anlaysis is the production operators and the
supervisors at their workplace where they answered the specified questions in the
questionnaire.

3.2 Population

All the identified eighty (80) production operators and supervisors were given the survey
questionnaire for them to answer. However, a total of 66 of them responded to this study and
were used in this study. This gives a response rate of 82.5 per cent.

3.3 Questionnaire Design and Measurement

The survey questionnaire form for this study (refer to Appendix A attached) is made up of
three parts. Part A is questions requiring respondent to answer about their background. Part
B are questions about the respondent perception about their pperceived employee
engagement at their workplace covering items on leadership, communication, commitment,
and employee involvement. Finally, Part C comprises of questions related to job satisfaction.
The respondents were required to circle on the appropriate score base on a scale of 1 to 5
for each of the statement of their level of agreement of employee engagement and job
satisfaction respectively.

4.0 ANALYSES AND FINDINGS

4.1 Profile of Responding Companies

Table 1.0 tabulates the profile of all the 66 employees that had responded to the research
survey. A total of 54 respondents are male and the remaining 12 are female. Eithteen of the
respondents are of age between 21 to 25 years of age, 43 of them between 26 to 40 and the
remaining 5 are over 41 years of age. Forty-five respondents are production operators with
10 being the production supervisors. A total of 5 respondents possessed primary education,
46 with secondary education, 9 possessed diploma and the remaining 6 of them possessed
degree qualification. Twenty-nine of them are single and 37 are married. A total of 19
respondents have service of less than 3 years in the Company, 39 with 4 to 10 years and the
remaining 8 have worked for more than 10 years with the Company.

4
 Demographic Categories Frequency Percent
(N=66)
1 Gender Male 54 81.8
Female 12 18.2
2 Age 21 – 25 years 18 27.3
26-40 years 43 65.2
Over 41 year 5 7.5
3 Respondent’s job position Operator 45 68.2
Supervisor 21 31.8
4 Respondent’s education background Primary School 5 7.6
Secondary Sch. 46 69.7
Diploma 9 13.6
Degree 6 9.1
5 Marital status Single 29 43.9
Married 37 56.1
6 Number of years of service Less than 3 19 28.8
4-10 years 39 59.1
More than 10 8 12.1
Table 1.0 General Characteristics of Respondents

4.2 Factor and Reliability Analysis

All of the items on employee engagement and job satisfaction were subjected to factor
analysis using Varimax rotation and reliability analysis. The number or items and description
of these dimensions are shown in Table 2. Cronbach's alpha was used to assess the

Dimensions of employee
engagement and job Number of Cronbach’s
satisfaction Items Description of Dimension Alpha

1.Leadership 4 Transformational Leadership 0.667

2 Transactional Leadership 0.720

2 Peers Communication 0.602

2.Communication
Supervisor subordinate
2 Communication 0.813

3.Commitment 4 Employee Commitment 0.807

4.Employee Involvement 4 Employee Job Involvement 0.783

5. Job Satisfaction 5 Extrinsic Job Satisfaction 0.819

5 Intrinsic Job Satisfaction 0.690

Table 2.0 Reliablity of measurements: Dimensions of Employee Engagement and Job

Satisfaction

5
consistency of the entire scale. Reliability scores of those in the range of  = 0.70 are
considered acceptable [13]. The items on employee engagement yielded 6 dimensions and
were aptly named intrinsic leadership ( = 0.667), transactional leadership ( = 0.720),
peers communication ( = 0.602), supervisor subordinate communication ( = 0.813),
employee commitment ( = 0.807), and employee job involvement ( = 0.783). The items of
job satisfaction yielded 2 dimensions. These are extrinsic job satisfaction ( = 0.819) and
intrinsic job satisfaction ( = 0.690). All the above reliability coefficients results are
acceptable.

4.3 Correlations Analysis

The correlations result between the variables studied is tabulated in Table 3.0. It shows that

Correlations (n=66)

Variables 1 2 3 4 5 6 7
1 Transformational Leadership 1

2 Transactional Leadership .41** 1

3 Peers Communication .46** .11 1

Supervisor subordinate .54** .29* .33** 1

4 Communication

5 Employee Commitment .44** .27* .53** .54** 1

.29* .20 .42** .39** .64** 1

6 Employee Job Involvement

7 Extrinsic Job Satisfaction .59** .42** .34** .37** .33** .31* 1

8 Intrinsic Job Satisfaction .34** .14 .49** .24* .53** .36** .22

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

Table 3.0: Correlations between Variables

all the components of employee engagement, transformational leadership, transactional

leadership, peers communication, supervisor subordinate communication, employee
commitment, employee job involvement, are correlated with extrinsic employee satisfaction.
However, all the components of employee engagement except transactional leadership are
correlated with intrinsic leadership. It is observed that the extrinsic and intrinsic components
of job satisfaction are not correlated.

4.4 REGRESSION ANALYSIS

For regression analysis, the threshold values of condition indices were usually in the range
of 15 to 30 and the common variance values of factors (VIF) were from 1 to the cut-off of not
to exceed 10 were used. Threshold value of 2.5 was used to check for outlier’s case and
those outside the range were dropped from the regression analysis. All these were done to
ensure that the results of regression are valid.

6
4.4.1 Regression between Employee Engagement and Extrinsic Job Satisfaction

The result of regression of perceived uses of employee engagement and employee extrinsic
job satisfaction is tabulated in Table 4.0. It indicates that R2 change is .325 and
the

R Adjusted R Change Statistics Durbin-

Square Square Watson
R Square F Sig. F
Change Change df1 df2 Change

.570 .256 .325 4.728 6 59 .001 1.608

Table 4.0: Regression between Employee Engagement and Extrinsic Job Satisfaction

relationship is significant at p<0.001. It implies that all the 6 dimensions of employee

engagement explained a total of 32.5% of variation in enhancement of employee extrinsic
job satisfaction. For multiple regression analysis, the minimum R2 for statistical significant
with a power of 0.80, 5 independents variables and sample size of 50 at 0.01 and 0.05 levels
are respectively 29% and 23% [28]. In this study the sample size is 66 with 6 independent
variables and the R2 is 32.5 %, at p=<0.001 indicating that the regression model is valid. The
Durbin Watson value of 1.608 also suggests that the result of the regression model is valid.

4.4.1 Regression between Employee Engagement and Intrinsic Job Satisfaction

Table 5.0 tabulates the result of regression of employee engagement and employee intrinsic
job satisfaction.
R Adjusted R Change Statistics Durbin-
Square Square Watson
R Square F Sig. F
Change Change df1 df2 Change

.638 .346 .407 6.737 6 59 .000 2.120

Table 5.0: Regression between Employee Engagement and Intrinsic Job Satisfaction

The F-Change shows 6.737, R square change 0.407 and Durbin Watson 2.120 indicate
there is a significant relationship between employee engagement and employee intrinsic job
satisfaction.

5.0 DISCUSSION AND CONCLUDING REMARKS

Leadership plays a vital role in employee engagement [14]. Both transformational and
transactional leaderships are correlated to intrinsic and extrinsic employee job satisfaction
and transformational leadership is correlated to extrinsic job satisfaction. [14] found that line
manager or the manager creates a “micro-environment” and to develop employee
engagement. The result also shows that supervisor subordinate is correlated with extrinsic
and intrinsic job satisfaction. [14] suggests that this is possible as line manager possesses
skills in communication, giving feedback, performance management, and giving recognition.
[14] He reiterated that leadership makes differences in the working life or the environment in
making the employee to be engaged. According to [15], organizations that feature formal
structured goal setting and leadership processes leads to higher level employee
engagement and this leads to increased employee optimism which in turn leads to improved
employee performances.

7
[16] stated that there are four important environmental factors connected to engagement.
These are relationships, work-life balance, values and leadership practice. Relationship
means the good relationship built by the employer with their employees. Employee feel free
to rise out their opinion and needs required. The leadership practice comprises the
transformational leaders who inspire followers to adhere to a common vision and authentic
leadership combines ethical and transformational leadership qualities. [17] provided four
reasons why engaged workers perform better. Engaged employees often experience
positive emotions including happiness, joy and enthusiasm, experience better health
(physical and psychological), create their own job and personal resources (e.g. support from
others) and they transfer their engagement to others.

Research by [18] found that employee commitment and employee involvement towards the
public sector found that the employee engagement in the public sector is less effective
compared to the private sector. Thus, it supported that employee commitment is important in
engaging employees at work.

The result of this study also supported [19] that organisation that foster engagement realises
success in terms of job satisfaction. The components of employee engagement which are
also drivers of engagement are the transformational leadership, transactional leadership,
employee communication, organizational communication and employee involvement. The
job satisfaction is divided into intrinsic and extrinsic satisfaction. Organization leads
engagement of employee at work, and to fulfil this role, an organization can focus on this
driver of engagement to drive engagement.

5.6 Recommendations

This paper attempts to provide some useful insight into determining the components and
dimensions of employee engagement, and investigate its effect on job satisfaction in an oleo
chemical factory. Based on the literature reviews, the researchers highlighted as well as
discussed the important elements contributing to employee job satisfaction at workplace and
improved employee’s job performance.

Today’s works environment has evolved considerably. The process by which we expect
engagement to happen needs to be fully understood so that managers can have strategies
or manage other context issues to enable full employee engagement.

Correct employee management strategies drive and improve employee job performance.
Supervisor providing feedback and guidance, help employee on what is expected of them,
have clear understanding of where the employee supervised is heading, and acknowledges
employee improvement in their works are important qualities the leader need to have.
Engaged employee through freely sharing of ideas, feelings, and hopes, difficulties faced at
workplace, listen to difficulties of employee, and react constructively to employee need are
among the constructive ways that can enhance employee satisfaction. A workplace that
makes employee proud to work there and giving the feeling of like to work there are
important in creating employee work satisfaction. This will also encourage employee to
recommend others to work there. Employee participation, work immensely, difficult to detach
from their job and happy working for the company are good sign of job satisfaction.

5.7 Conclusion

The components of employee engagement are the transformational leadership, transactional

leadership, employee communication, organizational communication and employee
involvement. The job satisfaction is divided into intrinsic and extrinsic satisfaction. This study
has showed a positive relationship between employee engagement and job satisfaction.

8
Thus, through providing employee engagement opportunities, a company will improve
employee job satisfaction. Engaged employee leads to higher job satisfaction.

RERERENCES

[1] Gebour, J. (2009). Getting employees onboard and engaged. Accessed on July 23,
2009 from http://www.theedgemalaysia.com/management/16336-getting-employees-
onboard-and-engaged.html.

[2] Saks, A.M. (2006). Antecedents and consequences of employee engagement,

Journal of Managerial Psychology, Vol. 21(7), 600-19.

[3] Katz, D. and Kahn, R. L. (1978). The Social Psychology of Organizations, (2nd
Edition). New York: Wiley.

[4] Kahn, W.A. (1990). Psychological conditions of personal engagement and

disengagement at work, Academy of Management Journal, Vol. 33, 692-724.

[5] Maslach, C., Schaufelli, W.B. and Leiter, M.P. (2001), “Job burnout”, Annual Review
of Psychology, Vol. 52, pp. 397-422.

[6] Ballendowitsch, J. (2009). Employee Engagement – A Way Forward To Productivity,

Towers Perrin-ISR Case Study, Towers Perrin-ISR, 14, July.

[7] Rutledge, T. (2005). Getting Engaged: The New Workplace Loyalty, Mattanie Press,
Toronto.

[8] Robinson, D., Perryman, S. and Hayday, S. (2004). The Drivers of Employee
Engagement, Institute for Employment Studies, Brighton.

[9] West, G. (2005). High performance Work Systems and Firm Performance: A
Synthesis of Research and Managerial Implications. Journal of Research in
Personnel and Human Resources Management.

[10] Bates, S. (2004). Getting engaged, HR Magazine, Vol. 49(2), 44-51.

[11] Richman, A. (2006). Everyone wants an engaged workforce how can you create it?,
Workspan, Vol. 49, 36-9.

[12] Little and Little. (2006). Employee Engagement: Conceptual Issues, Journal of
Organizational Culture, Communications and Conflict, Vol. 10 (1).

[13] Hair JR, J. F., Anderson, R. E., Tatham, R. L., and Black, W. C. (1998). Multivariate
Data Analysis (Fifth Edition), Prentice Hall, Upper Saddle River, New Jersey.

[14] McBain, R. (2007). The practice of engagement: research into current employee
engagement practice, Strategic HR Review, Vol. 6(6), 16-19.

[15] Medlin, B. and Green, Jr., K.E. (2009). Enhancing performance through goal setting,
engagement, and optimism, IMDS, Vol. 109 (7), 943-956.

[16] Wildermuth, C. and Pauken, P.D. (2008). A perfect match: decoding employee
engagement – Part 1: engaging cultures and leaders, Industrial & Commercial
Training, Vol. 40(3), 122–128.

9
[17] Bakker, A.B., Schaufeli, W.B., Leiter, M.P. and Taris, T.W. (2008). Work
engagement: an emerging concept in occupational health psychology, Work &
Stress, Vol. 22(3), 187–200

[18] Pritchard, K. (2008). Employee engagement in the UK: meeting the challenge in the
public sector, Development and Learning in Organisations, Vol. 22 No.6, 15-17.

[19] Mathieu, J., and Zajac, D. (1990). A review and meta-analysis of the antecedents,
correlates, and consequences of organizational commitment. Psychological Bulletin,
Vol. 108, 171-194.

10
 ATTACHMENT A
SURVEY QUESTIONNAIRE

A STUDY OF RELATIONSHIP BETWEEN EMPLOYEE ENGAGEMENT AND

JOB SATISFACTION

i
 SECTION A
RESPONDENT BACKGROUND

1. Age years
Umur tahun

2. Number of services with this company years

Bilangan tahun berkhidmat dengan syarikat in tahun

3. Department
Jabatan

4. My position
Jawatan

5. Gender (Please tick ( √ ) on the box )

Jantina (Sila tandakan (√ ) pada kotak)

i. Male (Lelaki)
ii. Female (Perempuan)

6. Race (Please tick (√ ) on the box)

Bangsa (Sila tanda (√ ) pada kotak)

i. Malay (Melayu)
ii. Chinese (Cina)
iii. Indian (India)
iv. Others( Lain-lain)

7. Marital Status(Please tick (√ ) on the box)

Status perkahwinan (Sila tanda (√ ) pada kotak)

i. Single (Bujang)
ii. Married (Berkahwin)

8. Education Level (Please tick (√ ) on the box)

Tahap Pendidikan (Sila tanda (√ ) pada kotak)

i. Primary(Sekolah Rendah)
ii. Secondary(Sekolah Menengah)
iii. Diploma (Diploma)
iv. Degree and above
(Ijazah dan ke atas)

2
 SECTION B:
EMPLOYEE ENGAGEMENT

INSTRUCTION: Please circle your appropriate score base on the scale of 1 to 5 for each of
the following statements, where 1-Not Agreeable (NA) to 5- Strongly Agree (SA)
Arahan: Sila bulatkan jawapan anda yang sesuai untuk setiap pernyataan berdasarkan skala 1
hingga 5 dimana: 1- Sangat Tidak Setuju(STS) hingga 5- Sangat Setuju(SS)

LEADERSHIP (KEPIMPINAN)

1. My supervisor provides me with feedback and guidance

Penyelia saya memberi saya panduan dan maklum balas
2. My supervisor helps me know what is expected of me
Penyelia saya memberi saya apa yang diharapkan daripada saya
3. My supervisor has a clear understanding of where I are
going.
Penyelia saya mempunyai pemahaman yang jelas terhadap apa
yang saya lakukan
4. My supervisor shows respect for my personal feelings.
Penyelia saya menunjukkan rasa hormat terhadap perasaan
saya
5. My supervisor acknowledges improvement in my quality of
work
Penyelia saya mengakui peningkatan kualiti kerja saya
6. My supervisor see that the interests of employees are given
consideration
Penyelia saya memberi pertimbangan terhadap kepentingan
pekerja
COMMUNICATION (KOMUNIKASI)
7. I can freely share my ideas, feelings, and hopes
Saya bebas berkongsi idea, perasaan dan harapan
8. I can talk freely about difficulties I am having at work
Saya bebas menyuarakan masalah yang dihadapi semasa
bekerja
9. The management listen the difficulties of workers
Pihak pengurusan mendengar pada masalah pekerja
10. The management reacts fast the workers need constructively
Pihak pengurusan bertindak pantas terhadap keperluan pekerja
secara konstuktif

3
COMMITMENT (KOMITMEN)

11. I am proud to work at this company

Saya bangga bekerja di syarikat ini
12. I would recommend this company as a good place
to work to other people
Saya akan mengesyorkan syarikat ini sebagai tempat yang baik
bekerja kepada orang lain
13. I would prefer to remain with this company
Saya memilih untuk terus bekerja di syarikat ini
14. I am satisfied with this company at the present time
Saya berpuas hati terhadap syarikat ini untuk tempoh masa kini
MOTIVATION (MOTIVASI)
15. I am motivated to produce good work
Saya bermotivasi untuk menghasilkan kerja yang bagus
16. I am motivated with the rewards provided
Saya bermotivasi dengan ganjaran yang diberikan
17. I am motivated to take pride of my work
Saya bermotivasi untuk berbangga dengan kerja saya
EMPLOYEE INVOLVEMENT (PENGLIBATAN PEKERJA)
18. I can continue working for very long periods of time
Saya boleh bekerja untuk tempoh yang lama
19. I feel happy when I am working intensely
Saya berasa gembira apabila bekerja
20. It is difficult to detach myself from my job.
Saya berasa sukar untuk meninggalkan kerja saya
21. I am immersed in my work
Saya amat menyukai kerja saya

4
 SECTION C:
JOB SATISFACTION

INSTRUCTION: Please circle your appropriate score basing on your level of job
satisfaction on a scale of 1 to 5 where: 1- Not Satisfy to 5- Strongly Satisfy (SS)
ARAHAN: Berdasarkan tahap kepuasan kerja anda, sila bulatkan jawapan anda dengan
menggunakan skala 1 hingga 5 dimana 1-Tidak Berpuas Hati (TBH) hingga 5-Sangat
Berpuas Hati.(SBH)

22. I feel satisfy I am being paid a fair amount for the work I
do.
Saya berpuas hati dengan bayaran gaji yang diberikan
kepada saya
23. There is really too little chance for promotion on my job
Hanya terdapat sedikit peluang yang diberikan terhadap
naik pangkat kerja saya.
24. My supervisor is quite competent in doing his/her job
Penyelia saya mahir dalam kerjayanya
25. When I do a good job, I receive the recognition
Saya mendapat pengiktirafan apabila saya melakukan
kerja yang baik
26.I like the people I work with
Saya suka dengan rakan- rakan sekerja
27.My job is very challenging
Pekerjaan saya amat mencabar
28.The benefits I receive are good
Saya menerima tawaran manfaat yang bagus
29. All in all, I am satisfied with my co-workers
Secara keseluruhannya, saya berpuas hati dengan rakan
Sekerja saya
30. All in all, I am satisfied with the supervision
Secara keseluruhannya, saya berpuas hati dengan
penyelia saya
31. All in all, I am satisfied with my pay
Secara keseluruhannya, saya berpuas hati dengan gaji
saya
32. All in all, I am satisfied with my promotion quality
Secara keseluruhannya, saya berpuas hati dengan kualiti
kenaikan pangkat saya
33. All in all, I am satisfied with my job
Secara keseluruhannya, saya berpuas hati dengan kerja
saya

Thank You
Terima Kasih 5

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