CHAPTER 1

INTRODUCTION

1.1 Introduction

Job satisfaction alludes to the sentiment of fulfilment in an individual's work,

which fills in as a motivating force to work. Organizations will not be effective without
the collaboration and devotion of their laborers. The satisfaction of laborers with their
work and their commitment to their associations was viewed as a huge determinant of
hierarchical adequacy. Job satisfaction and devotion are basic to the maintenance and
enlistment of profoundly qualified workers. Workers feel happy with the organization
and occupation when the business satisfies their guidelines. This will, subsequently,
increment the yield of the specialist and the effectiveness of the organization.

Concerns about the job satisfaction work and organizational engagement of

laborers are fair as critical or indeed more critical in knowledge-based businesses, as in
other commerce segments. Worker work fulfilment comprises of five factors that are
work security, emolument, limited time opportunity, supervision back, and work
characteristic. Workers favour a secure and secure work such as a secure working
environment and great compensation in agreement with work execution. Workers are
moreover feeling acknowledged when they are uncovered with appropriate opportunity
to successfully utilize their aptitudes and abilities.

Workers require appropriate guidance and support form supervisor and manager
since when they get the support, care, and help, it will allow the workers the feel of
being acknowledged, listened, and cared for. Other than that, money related stipend and
benefits are also will give representatives immense delight which by implies when the
pay and benefits are adequate to maintain, at that point they will feel fulfilled. At times,
the work itself will create the state of mind of work satisfaction counting task identity,
expertise variety and task significance. Workers with these bits of knowledge will
contribute to upgrade the proficiency which afterward will reflect the work satisfaction
of the worker.

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 Being a huge semiconductor foundry, Worldwide Foundries is not a special case in
confronting the global challenges. It needs to estimate the request, control the
inventories, move forward the effectiveness of fabricating plant, adapting with unused
innovations and so on. These challenges are not as it were the huge bargain for the beat
administration but too for the holding representatives that steadfast to the company. In
arrange to hold them, their work fulfilment must be satisfied. Recognizing the variables
affecting the employees’ work fulfilment is vital. This extends paper pointed to recognize
the factors affecting employees’ work fulfilment in Worldwide Foundries. The first
chapter will outline the introduction, company profile, problem statement, research
question, research objectives, significance of the study, scope, and limitations of the
study.

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1.2 Company Profile

1.2.1 Company Background

Global Foundries is an American semiconductor foundry based in Santa Clara,

California, USA. Global Foundries aiming to create world-class facilities and lead the
semiconductor industry. The company subsequently expanded with the acquisition of
Singapore-based Chartered and US-based IBM Microelectronics.

Today, Global Foundries works in five manufacturing centres on three landmasses.

These offices empower Global Foundries to serve a developing portfolio of more than
250 worldwide clients. Global Foundries gives a wide extend of stages and highlights
with a one-of-a-kind blend of design, advancement, and fabrication services. With an at-
scale manufacturing impression crossing three landmasses, Global Foundries has the
adaptability and deftness to meet the energetic needs of clients over the globe. Global
Foundries’ selection of imaginative innovation strategies puts it at the cutting edge of
numerous showcase fragments. The company has one of the biggest obvious portfolios
within the industry, with more than 20,000 patents and applications.

1.2.2 Company’s Vision, Mission and Values

Vision

To develop the semiconductor industry through collaboration and innovation.

Mission

To bring worldwide assets together to unleash our customers’ potential to improve and
make astonishing modern things with us.

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Values

Create Together

We accept collaboration drives innovation, development, and shared victory. We

endeavour to cultivate and keep up open, agreeable connections with each other that drive
the shared objectives of productivity and greatness.

Act with Integrity

We hold ourselves to the most noteworthy guidelines of decency, trustworthiness, and

straightforwardness in everything we do. Our relationships with each other are based on
trust and mutual respect. As a company, we accept the importance of doing the correct
thing.

Deliver Solutions

We are problem solvers that deliver real solutions. We welcome challenges, and see
opportunities where others see only impediments and dangers. We do what we say we are
progressing to do and work tenaciously to meet our commitments.

Will to Win

We are driven, and we strive for victory for ourselves and our clients. We are enthusiastic
approximately what we do and committed to persistently moving forward how we do it.
We are going to be the leading semiconductor company within the world.

1.2.3 Products

The firm manufactures integrated circuits in tall volume for the most part for
semiconductor companies such as AMD, Broadcom, Qualcomm, and
STMicroelectronics. It has five 200 mm wafer manufacture plants in Singapore, one 300
mm plant each in Germany and Singapore, and three plants within the United States: one
200 mm plant in Vermont and two 300 mm plants in Modern York.
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1.2.4 Company Process Flow

The top-level business processes guide the context of the end-to-end Advanced Quality
Management System (AQMS). –

Figure 1.1: The process flow of AQMS that begins and ends with the client

The process flow of AQMS is as follows:

1. The enterprise execution systems that define the context of the AQMS start with
clear understanding of the roles and responsibilities.

2. The Global Foundries global network functions seamlessly supporting the

global marketplace with the speed and intimacy of being located near our
clients.

3. The governance system allows the clients to have a common experience

across the Global Foundries network.

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1.2.5 Company location

This company is situated in Woodlands Park Singapore. The address is 60 Woodlands

Industrial Park D Street 2 Singapore, 738406 Singapore.

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 1.3 Problem Statement

This study is based on the acknowledgment that job satisfaction is a vital consideration
to form workers more effective, imaginative, and devoted. The research aims to decide
the critical factors that influence the work fulfilment of representatives that working in
Global Foundries and to explore to what degree Global Foundries fulfils its
representative through the variables identified.

1.4 Research Questions

Research questions are:

1. What is the employees’ job satisfaction level in Global Foundries?

2. What are the factors influence the employee satisfaction level in Global
Foundries?

1.5 Research Objectives

Research objectives are:

1. To identify employee satisfaction level in Global Foundries.

2. To identify the factor, influence the employee satisfaction level in Global
Foundries.

1.6 Significance of Study

The importance of this study lies in recognizing contributing components that

affecting employees’ job satisfaction to recognize the organizational issues and to unravel
them essentially. Through the identification of the components, Global Foundries may
increase their commitment towards the workers which may conceivably convey a positive
result in execution, choice making, and improvement in efficiency counting remaining
productive in long – term.

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1.7 Scope and Limitation of the Study

The study carried out in one of the manufacturing plants of Global Foundries
which is in Singapore. The respondents are comprising of those who working within the
manufacturing floor to decide the degree of their satisfaction level towards the work and
correcting steps to overcome the disappointment among them. The study too will help
the administration to decide the employer’s level of fulfilment towards employees’
welfare. One of the downsides of this research is that this analysis focuses as it were on
representative work fulfilment inside an organization in Singapore. The comes about of
this consider may not expand to the fulfilment of other organizations exterior of
Singapore. In other words, the discoveries of this consider apply as it were inside the
organization of the investigate and do not reflect work fulfilment of the representatives
of Global Foundries all through the world. The other drawback is the worker fulfilment
centres on the manufacturing plants as it were.

In this chapter basic details of the company involved has been covered. The
thesis is consisted of five chapters: After the introduction chapter, Chapter 2 summarizes
explanations in the literature about job satisfaction concept, job satisfaction theories,
determinants of job satisfaction and analytic hierarchy process. Chapter 3 consists of the
methodology followed through the analysis of the problem and the results based on the
statistical analyses that are reported in detail. Chapter 4 includes discussions relate with
findings and existent studies in the literature. Finally, in Chapter 5, is about conclusions,
recommendations, and suggestions for the future. In addition, tables, software program
applications and results about the thesis can be found in the Appendices of the report.

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 CHAPTER 2

LITERATURE REVIEW

2.1 Introduction

Job satisfaction appears to be a vital component regularly watched by

organizations. This segment will centre on the writing of job satisfaction and the factor
influencing employees' job satisfaction. The reason for the writing survey is to audit the
commitment of past researchers to work satisfaction considers. Usually fundamentally to
see what did and did not work in other tests and to evaluate the current research. The
writing on employees' work fulfilment factors will be tended to within the moment
segment of this chapter. Variables influencing employee's work satisfaction will be
investigated within the third portion. At last, this chapter will look at the theories
included in this study.

Global Foundries is one of the major semiconductor fabricating plant within the
world. Including in an exceedingly competitive worldwide trade, Global Foundries has
ended up a necessarily portion of them around the world industry. Employees playing an
imperative part to form Global Foundries to be exceedingly profitable and productive
among the other competitors.

Thus, this study distinguishes the level of job satisfaction among all the workers
within the manufacturing plant located in Singapore.

2.2 Variable

Global workers will be assessed on work satisfaction. By analysing the Global

Foundries’ worker work satisfaction, the contributing variables of work satisfaction can be
distinguished as well. Writing on work satisfaction is examined to relate them with the
Worldwide Foundries’ employees’ satisfaction. A few work satisfaction models as
underlined by past analysts have moreover connected to measure the employees’
satisfaction.

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2.2.1 Job Satisfaction

Job satisfaction is a particular term with several meanings and principals

included, which has been considered in numerous industries for many years. The
traditional meaning of job satisfaction is a person’s feeling towards a job assigned to
him or her (Lu, While and Barisal, 2005). In fact, there is no perfect description on job
satisfaction. Each writer has their method in describing the definition of employee’s job
satisfaction. The definition of employees’ job satisfaction is referring to the employees’
role in workplace where it is an affective orientation on the part of individuals toward
work roles which they are presently occupying (Vroom, 1964). Stating this further,
employees' job satisfaction is also seen as a final state of feeling where emotions could
be either positive or negative depending on whether the needs are met or not
(Saiyadain, 2009).

Apart from that, job satisfaction is also referred as a positive feeling about a job
after analysing and evaluating the job’s characteristics (Robbins & Judge, 2013). There
are many studies that concentrate on job satisfaction, as people spend most of their lives
working and knowing the factors that improve contentment is important to the wellbeing
of individuals (Gruneberg, 1997). Employees with positive feelings about the work have
a high level of job satisfaction while employees with negative feelings about the job
have a low level of job satisfaction (Robbins & Judge, 2013). An employee is content
when he or she meets or exceeds his or her normal job requirement (Schnake, 1991). Job
satisfaction is also a combination of emotional, physiological, and environmental
conditions that give people a reason to be content with the job (Hoppock, 1935). The
interpretation by another researcher described job satisfaction as a pleasurable or
optimistic emotional state arising from the evaluation of one's job and work experience
(Locke, 1976).

In addition, in terms of improving the performance of an organization, it is

important for management to understand the concept of job satisfaction (Putman, 2002).
Job satisfaction can be considered one of the key components when it comes to the
quality and efficiency of business organizations. Job satisfaction has a significant impact
on organizational performance, such as customer satisfaction and financial benchmarks

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11
for the achievement of organizational goals and competitive results (Saari & Judge,
2004). Job satisfaction is a compilation of feelings and perceptions people have about
their current work. Employees may also have opinions towards different aspects of their
jobs, such as the type of work they do, their fellow workers, their supervisors and
subordinates, or their salaries and benefits (George et al., 2008). A decent company
normally sees the average employee as the fundamental cause of productivity and
profitability. Such businesses are not worried with capital investment but with employees
as a key source of productivity (Gupta, Kaur, Gupta, Jain, & Sharma, 2012).

Job satisfaction can also be characterized as the degree to which a worker is

satisfied with the benefits that he or she receives from his or her job, particularly in
terms of his or her inner motivation (Statt, 2004). There are three perspective describing
the importance of job satisfaction study (Spector, 1997). Firstly, from a humane point of
view, organisations should be aware of the importance of treating employees equally and
respectfully. Second, from a utilitarian point of view, job satisfaction and frustration can
have a major impact on the actions of workers, which will have an influence on the
functioning and activities of the organization. Employees with a high level of job
satisfaction will result in positive behaviour at work and vice versa, dissatisfaction at
work will result in negative behaviour. Thirdly, job satisfaction may serve as a measure
of the success of organizational activities. Through evaluating job satisfaction in
different organizational structures, improvements in leadership can boost performance
(Spector, 1997). The importance of job satisfaction is particularly obvious when
considering the many negative impacts of workplace dissatisfaction, such as lack of
commitment, chronic absenteeism, and elevated number of accidents (Aziri, 2011).

Job satisfaction is connected to motivation, but the nature of the relationship is not
clear. Satisfaction is not just about motivation, but rather a behaviour, an inner state. This
could be related to a personal sense of achievement, whether quantitative or qualitative
(Mullins, 2005). Job satisfaction also represents a feeling that appears because of the
perception that the job enables the material and psychological needs (Aziri, 2008).
Employment fulfilment likewise implies energy and happiness regarding one's work that
prompts acknowledgment, salary, advancement, and the accomplishment

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13
of different objectives that lead to a sentiment of satisfaction (Kaliski, 2007). The word
job satisfaction alludes to the musings and feelings individuals have about their
employments. Positive and lovely mentalities towards work show job satisfaction.
Negative and undesired frames of mind towards work demonstrate job dissatisfaction
(Armstrong, 2006).

2.3 Factors Influence the Variables

In Global Foundries, workers are given with bounty benefits and advantages. The
workers are getting a charge out of assortment of clears out, protections scope,
acknowledgment grants, wellbeing benefits, instruction and numerous more advantages.
The employee’s fulfilment in Global Foundries is driven through learning and
advancement. Global Foundries’ workers and directors with frameworks, apparatuses,
and arrangements they able to oversee their individual and proficient development.
Information may be a centre competence at Global Foundries.

Global Foundries see learning as a deep-rooted handle which is essential for

obtaining information, understanding alter, producing the finest thoughts, expanding
efficiency, and accomplishing individual and corporate development. To bolster this deep-
rooted process, Global Foundries offers workers the capacity for specialized and
individual advancement. Representatives with the assistance of their director arrange
learning exercises adjusted with specialized needs and advancement goals.

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2.3.1 Salary

Prior studies by Frye (2004) show that there is a positive relationship between
wages and performance of employees and that income is a key factor in the satisfaction
of employees. Kathawala, Moore & Elmuti (1990) reached the conclusion that the pay
system is the sole motivating factor for employees. In the other hand, Hamermesh
(2001) found that the increase in wages had only a temporary effect on the satisfaction
of employees. As said by Wang & Seifert (2017), wage cuts could affect the morale of
employees. In addition, the performance of employees tends to go in the wrong
direction.

A study by Nguyen et al. (2003) also found that happiness at work is greatly
impacted by incomes. These findings have been corroborated by Cappelli and Sherer
(1988) and Brown et al., (2008). They further note that wages and remuneration are
important tools for managing the retention rate of employees. Heneman (1992)
recommended that managers set targets and reward workers who reach them with an
incentive program for achievement, thus increasing overall efficiency.

2.3.2 Organizational Culture

Organizational culture can be defined as a set of features that makes a company

unique and differentiates it from other firms, or as the way in which employees interact
within a company and the working environment that this engagement creates.
Organizational culture can have a substantial impact on employee morale and
performance. Past research has established the connection between culture and
commitment. Yildirim et al. (2016) discovered that a supportive atmosphere has
improved the engagement of employees. Organizational culture be a cultural binding
that binds the entire organization together (Tichy, 1982). Kim et al., (2017) in his
research identified that strong culture could attract talented employees and reduce
turnover rate.

Employees do not stay engaged in the overall operation of the company, do not
recognize their function. In a culture where supervisors fail to enrich their employees,

15
stress and mistrust become the way of things. Abu-Jarad, Yusof, & Nikbin (2010)
interpreted it as how things should be done and handled within an organization, as well
as being a way for new hires to measure how they communicate with coworkers. A
creative culture and an efficient working environment will foster effective change and
generate high quality services and products. Alvesson & Spicer (2012) upheld that
culture incorporates a mutual set of key principles, understandings, assumptions, and
values among employees of a company.

Recognition and encouragement for good performance drive workers to greater

performance to meet their private and company job goals. Lee and Yu (2004) claims that
the distinguishing trait and style of organization of a given workplace can influence the
performance of employees. A productive system encourages employees to carry out their
work assignments with passion and energy. The more supportive and optimistic the
environment, the greater the happiness at work, the degree of engagement and the
consequent efforts made by employees. Since employees perceive themselves crucial to
the growth of the company, they take responsibility for the overall well-being of the
organization.

2.3.3 Relationship with Peers

An organization nature is to always work as a team while performing the tasks and
duties. Inevitably, the work group acts as a source of job satisfaction in terms of social
ties, communication, and exchange of things in common to achieve the goals set by the
company. Katz (1964) points out that simulation, acceptance, and encouragement are
derived from communication with colleagues. These are important motivational factors
that have a direct impact on job satisfaction. A further study by Watson (1988) supported
a positive and significant connection between social activity and positive impact. He
identified the weaker evidence of the connection between social activity and negative
impact.

According to Ting (1997), employees who experience rewarding experiences

quite often should be more satisfied with their work. Nevertheless, there is some proof

16
that engaging in more social relationships at work leads to higher overall job satisfaction.
Lately, however, academics have identified that different types of social interactions
differ in their degree of agreeable nature (Lucas & Diener, 2001). Worldwide job
satisfaction assessments are affected by peer relationship at work because "the way
people get along with their colleagues, supervisors or subordinates is part of the overall
perception of their work situation" (Tschan et al, 2004, p. 145). Early studies on social
interactions and emotional experiences either did not distinguish between different types
of social interaction (Watson, 1988) or concentrated on mostly positive social
interactions (Tschan, Semmer, & Inversin, 2004). Empirical research by Diener, Oishi
and Lucas (2003) provides evidence for the claim that popularity and influence are robust
predictors of well-being and that the number of peer nominations received is related to
self-esteem and reduction of peer role strain.

Close personal relations such as friendships are particularly important for job
satisfaction (Bettencourt and Sheldon, 2001). They claimed that close ties of friendship
affect satisfaction in two ways. First, these relations are an important resource for
psychosocial support; they are likely to increase satisfaction and buffer work problems.
Second, they are of key importance for effective negotiations and provide access to key
information and resources. Lucas and Diener (2001) mentioned that people involved with
communication ties had a higher level of job satisfaction than those who had no ties. In
the earlier study by Shaw (1964), the positive impact of job satisfaction and good
relationship within a small group of employees was reported.

2.3.4 Stress

Studies had already linked work stress to role ambiguity and role conflict (Chang,
2008) and has shown that some factors, such as work overload and poor working
conditions, often lead to negative mental and physical health repercussions for
employees (Murphy, Cooper, & Payne, 1988).Employees who are subject to greater
demands and responsibilities than they are capable of handling suffer from increased
levels of stress, which can be detrimental to the emotional and physical response of the
employee, thus causing challenges for both the employee and the organization (Leong,

17
Furnham & Cooper, 1996). Since stress can have a direct impact on organizational
efficiency, companies need to identify the root cause of job stress and find ways to
control stress factors that affect employee satisfaction and performance. According to
Schabracq & Cooper (2000), stress is a key factor in poor concentration and productivity,
leading to low performance, high turnover, low job satisfaction, increased absenteeism
and low-quality products and services.

2.3.5 Work Conditions

Throughout their study of bank employees, Brown, and Mitchell (1993) reported
several significant negative ties between the different working environments and the
satisfaction of employees. While most of the research in this field have focused primarily
on the adverse impact of constraints on organizational efficiency, a few have explored
the influence of organizational constraints on employee job satisfaction. Studies by
Peters, O'Connor, and Eulberg (1985) suggests that organizational challenges or
limitations such as insufficient tools and equipment, lack of training, crowded
workspaces, and unsafe work conditions may be significant predictors of employee
behaviour, morale, and efficiency. Work conditions not only apply to the physical place
of work, but also include the availability of materials, supplies, services for carrying out
the assigned work and the health aspect of the workplace.

2.3.6 Training and Development

Employees should be provided with up-to-date field knowledge to be aware of

the company's mission and objectives. Employee positions should be clear-cut to ensure
that they perform well and make a significant contribution to the success of the company.
Garner (2012) points out that training and development are necessary to increase the
accuracy of the work of employees, minimize the role of dispute among employees and
strengthen the ongoing learning process so that employees can respond to changes in
company policy (Masa'deh et al., 2013; Shannak et al., 2010). With globalization,
innovation and leadership which bring increased competition among businesses around

18
the world, companies should attract and retain talented employees to compete on the
market (Allen, 2010).

Saleem et al. (2011) distinguish some of the advantages of training and

development as instruments to improve human capital, develop skills, boost employee
knowledge and work efficiency, lessen non-productive working time, such as sick days,
and reduce absenteeism, as well as improve quality by reducing employee error and
resulting waste. Throughout his work, Armstrong (2009) distinguishes between the
principles of training and development; defines progress as the new skills and knowledge
that workers learn from their employer which enable them to step forward in a future
position.

Training will help employees study their existing skills to a higher standard, thus
improving efficiency and helping them to progress in the work environment. Training
and development serve to strengthen the trust of employees and, as a result, can enhance
their general attitude towards the company. According to Gusdorf (2009), a change in
the business environment and policies has resulted in an increase in professional
development and skill inventory management. Training should aim to enhance
employees’ skills and performance in the workplace (Obisi (2011).

Training and development not only lay the groundwork for employees for the
next step on the promotional ladder, but can also strengthen employer-employee bonds,
enabling the employer to distinguish between employee performance and talent (Qayyum
et al., 2012). Sufficient data and information about their positions and the products or
services they deliver allows workers to perform better at work, making them better
equipped to assist customers. The appropriate training can alleviate many workplace
challenges, such as teamwork, employee conflict, innovation, and organizational culture.
Furthermore, training and development can spur employees to think creatively.

Vemic (2007) notes out that when employees have sufficient knowledge and
experience, they feel assured enough to be part of the decision-making process. The
performance of each worker leads to the success of the company, so the greater the
performance of the workers, the more likely the company is to achieve its objectives. To
19
foster learning culture, senior management needs to be involved in the training program
(Tom & Harris, 2017). If higher management encourages a strong organizational learning
culture, employees able to develop their knowledge and skills through training (Malik &
Kanwal, 2016). Thus, human resource management should focus on training and
development so that employees can keep pace with new technologies and the current
market.

2.3.7 Promotion

The policies and procedures of company promotion play a major role in the satisfaction of
employees. Some companies have an internal promotion policy, while others prefer to
recruit new staff for vacancy. Large corporations praise their best employees with
promotions, as a clear appreciation and reward from management encourages employees
to maximize their efforts and thus increase productivity. A pro-active employee will
pursue advancement through education, training, and development programs, thereby
improving their skills and experience to be accepted by management as an individual
deserving of promotion (Gupta, 2011; Abuhashesh, 2014). Obviously, an employee who
maintains a high level of self-esteem can perform tasks willingly and effectively, which
will help the company.

Promotion can be characterized as internal flexibility within an organization by

changing its role vertically. As Prasad (2010) finds out, it is unusual for an employee to
stay in one role for 20 years. Whether he / she receives advancement or tries new
challenges elsewhere. Employees find that holding the same position and repeating the
same daily tasks for many years is tiring, but this can be avoided if the employee expects
to be promoted to a higher position with new tasks and responsibilities. In fact, promotion
brings higher status and better wages, as well as a feeling that hard work and loyalty are
valued and rewarded.

Human resources departments can play a significant role in making employees

more empowered and engaged by introducing initiatives that can enhance performance
and reacting to competitive challenges that allow employees to exercise higher levels of
competence and responsibility in a new position. Porter and Steers (1973) concluded that
20
the rate of employee satisfaction reflected the aggregate level of worker aspirations and
their preferred interest. The scope and significance of these preferences varies across
individuals, but when expectations are not met and are sufficiently large, there is less job
satisfaction and, ultimately, withdrawal behaviour that grow (Pearson, 1995). Employees
expect their job to provide a mix of features such autonomy, responsibility, achievements,
and promotion that generally related to pay and status.

Employee confidence and loyalty will help the company achieve the goals and
achieve long-term success. According to Armstrong (2009), companies seeking to
increase stability and continue to maintain long-term employees should enhance
employer-employee relationships by building loyalty and trust through an internal
promotion policy. Some companies use merit promotion as a means of motivating
employees. Merit scheme is a reasonable approach that encourages employees to work
better and remain loyal to the company because they know that in the end the reward will
be a promotion to a higher position, leading to increased wages and higher status. The
outcome from this is increased job satisfaction, better performance, and further
advancement.

2.3.8 Job Security

Job security refers to the period workers may expect to remain in their jobs. Some
companies offer lengthy contracts which protect employees from job termination.
Employees love to find a role that they can pursue in the long term which works to the
benefit of corporations. Job security is positively related to social safety (Shi, 2017).
Several studies have shown that job insecurity decreases employee engagement, morale,
and productivity (Ashford et al. 1989). Employees with vulnerable positions will
improve their performance to sustain their high social status.

When an employee grows older and has more personal responsibilities, the need
for job security rises. Nonetheless, Rosow & Zager (1985) found no correlation between
job insecurity and job performance. Job security leads to increased employee
commitment, with long-term employees showing a stronger sense of loyalty according to
Iverson (1996). Personal factors, such as the age of the employee, level of education,
21
number of children, position level, and income combine to encourage employees to
remain in the job. Lifetime employment and seniority are transforming the quality of
workers and creating a sense of leadership. A long-term employee often has greater skill
levels, which means they perform tasks to a higher standard and are more productive.

Low efficiency and expanded spending on preparing unused specialists can result
in higher costs being passed on to shoppers and can lead to disillusionment on the
portion of clients. When a company loses its clients ' certainty, it'll definitely lose both
commerce and income. On the other hand, a commerce that cannot ensure work security
will discover that its workers rapidly look for a more consistent business with the small
chance, causing the organization to endure from a tall turnover rate that will contrarily
influence it.

2.4 Underpinning Theories

Job satisfaction theories align well with theories that describe human motivation.
The most prominent theories that used to analyse job satisfaction are McClelland’s
theory of needs and Maslow’s needs hierarchy theory and Herzberg’s motivator –
hygiene theory.

2.4.1 McClelland’s Theory of Needs

In the early 1960s, David McClelland proposed needs theory. This theory is also
known as David McClelland’s three needs theory or as the learned needs theory.
According to McClelland, human specific needs are learned over time and are influenced
by one's own life experiences. Irrespective of gender, culture or age, all human beings
have three motivating drivers, and one of them is the dominant motivating driver. This
powerful motivator is largely dependent on the understanding of culture and life. The
three motivators are achievement, affiliation, and power.

2.4.1.1 Need for Achievement

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 People who have achievement has their dominant motivator has strong need to
and accomplish challenging goals. They willing to take risks just to accomplish their
goals and prefer to receive feedback on their development and achievements. Those who
are driven by achievement work very well either alone or with other high achievers.
Evidence shows that people who have a high need for recognition perform better at work.
Employees with a strong need for success would have a transparent and detailed strategy
to help themselves accomplish their goals. Employees with a low need for achievement,
however, perform better with a monetary incentive.

2.4.1.2 Need for Affiliation

Affiliation factors need to have harmonious relationships with others and to feel
accepted by others. Employees want to be part of the group, to be respected, and will
often go along with whatever the rest of the group wants to do. Anyone who is motivated
by affiliation also favour collaborative work over competitiveness and at the same time do
not like high risk. Employees who are high in need of affiliation would be able to develop
positive long-term relationships in active positions. However, they might be less efficient
in the allocation of decision-making that could lead to conflict. These employees will
create satisfaction and enjoyment in doing their job if the work environment provides
close interactions among staff.

2.4.1.3 Need for Power

Power is a measure of success which defined as taking control and influence

certain actions directly or indirectly. Employees with such need like to win arguments and
enjoy competition and winning apart from gaining status and recognition. McClelland
suggested two types of need for power. Firstly, known as the personalized power that
refers to those who enjoys power for its own sake use it to advance personal interest and
want it for status symbol. The second type is the socialized power, and it is used to help
others. Leaders with a high need for socialized power tend to be more effective than those
with a high need for personalized power.

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2.4.2 Maslow’s Needs Hierarchy Theory

Abraham Maslow suggests that motivation can be depicted as a hierarchy of

needs. As lower-level needs are satisfied, employees are likely to be motivated by higher-
level needs. Maslow states that there are five categories of needs: physiological, safety,
belongingness, esteem, and self - actualization. Maslow believes that human needs can be
organized in a framework that tells us which needs we will normally pursue first, and
which needs that we will pursue last (Reeve, 2005).

As the lower needs are satisfied, higher needs emerge. Higher needs cannot be
satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This
resembles the standard economic theory of diminishing returns. The hierarchy of needs at
work in the individual is today a routine tool of personnel trade and when these needs are
active, they act as powerful conditioners of behavior-as Motivators.

Needs hierarchy theory suggests that people always want what they do not yet
have. Consequently, the needs that are already satisfied no longer provide any
motivation for behaviour and new needs must rise to prominence. Once people have
satisfied their lower-level needs, they can pay attention to higher level needs. Five basic
needs proposed by Maslow are physiological, safety, social, esteem and self-
actualization as shown in Figure 2.1.

24
 Figure 2.1: Maslow’s Theory of Needs

Maslow’s need hierarchy theory has important contribution to understanding work

motivation. It has significantly made organizations more aware of the diverse needs of
employees at work. If an employee does not satisfy and respond to economic incentives,
the management has alternative sources of employee motivation to consider.

2.4.2.1 Physiological Needs

This is the lowest and most basic needs, which refer to primary needs such as need
of hunger, sleep, and cover from weather and thirst. For example, an employee who is
hungry or fear for his physical safety will be too busy attempting to satisfy these needs to
be concerned about job satisfaction or work performance.

2.4.2.2 Safety Needs

25
 Maslow stressed emotional as well as physical safety in this next level of needs. In
times of economic hardship, when jobs are scarce, most employees are so intent on
survival that they cannot attend to higher needs such as self-actualization.

2.4.2.3 Belonging Needs

The third level of needs correspond to the affection and affiliation needs. An
example of this need is social acceptance. Belonging needs can be important motivating
forces on the job. Employees can develop a social support network and a sense of
belonging through interactions with co-workers which could lead to better job satisfaction
and work performance.

2.4.2.4 Esteem Needs

This level represents the higher needs of humans. It is the needs for power, need
for achievement and status. This need corresponds to self-esteem as well as esteem from
others. Esteem needs can be satisfied by buying a bigger house or car, which contributes to
the feeling of success and through on- the- job rewards such as praise from the boss, a
promotion, an office with a window or a reserved parking space.

2.4.2.5 Self-actualization Needs

This is at the highest human needs. Those who are self-actualized are self-
fulfilled and are aware of their potential. To satisfy the self-actualization need,
employees should be provided with opportunities for growth and responsibility so that
they can exercise their abilities to the utmost. For example, a routine and boring job will
not satisfy the self-actualization need, no matter how high the salary.

26
2.4.3 Herzberg’s Motivator – Hygiene Theory

In Herzberg’s motivator – hygiene, Frederick Herzberg claims that there are two
types of motivational factors which are extrinsic and intrinsic. This theory identified that
job satisfaction and dissatisfaction are not two opposite ends of same continuum, but
instead two separate and sometime unrelated concepts. Extrinsic and hygiene
considerations include measurable results and issues that reflect on the physical well-
being of employees, such as pay and benefits, organization, regulations, performance of
management, job security, job security, organizational procedures, and physical working
conditions. Intrinsic factors include intangible results such as appreciation, transparency,
and respect.

Herzberg listed a few motivating factors and hygiene factors that made a
significant contribution to job satisfaction and dissatisfaction. Motivating factors are such
as pay and benefits, recognition and achievement that contributing towards job
satisfaction. Whereas, hygiene factors are referred as working conditions, company
policies and structure, relationship with colleagues and quality of management that
associated with job dissatisfaction. Motivator – Hygiene theory is a crucial theory to be
used in job satisfaction due to the complexity of the employees’ feelings as they probably
might have both satisfied and dissatisfied feelings at the same time. Figure 2.2 shows the
representation of Herzberg’s description of satisfaction and dissatisfaction.

27
 Figure 2.2: Herzberg’s Description of Satisfaction and Dissatisfaction

Workers are content and inspired when they are satisfied with the intrinsic factors
such as level of responsibility and respect at work), which is why intrinsic factors are also
called motivating factors. If workers are not pleased with the underlying conditions,
Herzberg claims, they are not satisfied. But when they feel valued and enjoy
responsibility, they are more likely to be truly satisfied with their jobs. This suggests that
if want to motivate employees, the focus should be on intrinsic factors.

Herzberg suggests that workers will be unhappy with their jobs if they are not
satisfied with the work that is also regarded as an extrinsic variable such as pay, job
security and company policies. Appropriate levels of extrinsic factors are needed to avoid
job dissatisfaction, but even when employees are satisfied with their salary, bonuses,
vacations, and health benefits, they will not necessarily feel satisfied or motivated. For
extrinsic factors Herzberg suggests, the best you can hope for is to stop the workers from
being dissatisfied.

Under Maslow theory, individual growth is key to an organization’s success.

Supervisors must attempt to identify individual employee needs and foster employee job
satisfaction. If they do so, employees will progress toward self-actualization, and will
improve the organization in the process. All the theories have supported the topic of the

28
study. Next chapter will discuss the methodology followed through the analysis of the
problem.
CHAPTER 3

RESEARCH METHODOLOGY

3.1 Introduction

The primary purpose of this think about is to analyse the job satisfaction level of
workers at Global Foundries and to distinguish the contributing components that influence
the job satisfaction. Both primary data and secondary data are utilized to translate the
information. The questionnaire method is utilized to gather the primary data from the
respondents. The secondary data collected from past related researches, reference books,
online journals and articles. The application of analysing both primary and secondary data
in this study is to induce more precise and dependable information. Through this method
the research objectives will be accomplished and all the research questions will be
answered. This segment dissected into six subtopics namely, research design,
measurement of variables, questionnaire design, samples selection, data collection
procedure and data analysis.

3.2 Research Design

This study primarily centering on factors affecting the job satisfaction level of
employees. An e-questionnaire distributed to the workers of Global Foundries to measure
the job satisfaction level. This method is known as quantitative research method where
the data will be deciphered utilizing statistical analysis to conclude the results.

3.3 Measurement of Variables

3.3.1 Demographic Data

The demographic data could be a compilation of seven starting component of respondents

with regards to the influencing factors. There are a total of seven questions recorded as
demographic questions. There are seven questions in Section A, from Question 1 to 7 are
29
respondents’ gender, range of age, ethnicity, education level, level of position, range of
salary and years of service as shown in Table 3.1.

Table 3.1 Demographic Information

No. Information

1 Gender

2 Age

3 Ethnicity

4 Education Level

5 Level of Position

6 Salary

7 Years of Services

3.3.2 The Level of Job Satisfaction

The level of job satisfaction is a dependent variable in this study. Hence, the survey
questions are particularly related to satisfaction level of workers towards their job. This
portion of the questionnaire is designed based on past researches questionnaire and also
from journal articles. Expressions such as “I feel satisfied with my job”, “I’m proud of my
job”, and “I’m happy with my job” are the pointers to measure the satisfaction level. The
respondents will reply these questions by using the scale from 1 (Strongly Disagree) to 5
(Strongly Agree). A total of six questions are in this Section B of survey questionnaire,
from Question 8 until 12 as shown in Table 3.2.

30
 Table 3.2: Questionnaire to Identify Job Satisfaction Level

No. Question 1 2 3 4 5

Job Satisfaction

8 I’m satisfied with my job.

9 I’m satisfied regarding my associate works.

10 I’m getting opportunity to learn new skills

while working.

11 I’m proud to work with Global Foundries

Pte. Ltd.

12 I’m happy with my job.

3.3.3 Factors Influencing Job Satisfaction

Section C of e-questionnaire is consisting of questions that measure the

factors influencing job satisfaction among employees at Global Foundries. The factors are
classified into 4 parts namely Salary and Benefit, Relationship with Peers, Training and
Development and Working Environment with 20 questions to be answered by the
respondents. The 20 questions on factors influencing job satisfaction with the scale of
measurement from 1 (Strongly Disagree) to 5 (Strongly Agree), are starting from
Question number 13 until 32. Table 3.3 depict the questionnaire for each factor.

Table 3.3: Questionnaire to Identify the Factor Influence Job Satisfaction

No. Question 1 2 3 4 5
Salary and Benefit
13 I’m getting decent income for the job I perform.
14 I’m feeling satisfied with the fringe benefits.
15 I’m able to understand the incentive system followed by
the management.
16 I’m satisfied with the process of annual raises.

31
 17 I’m happy with career progression at this company.
Relationship with Peers
18 My supervisor actively listen to my ideas and suggestions.
19 I’m feeling happy with mutual cooperation among
employees.
20 I’m being encouraged by my supervisor and fellow
colleague.
21 I’m getting fair treatment from everyone.
22 I’m free to discuss with my colleagues and supervisor.
Training and Development
23 I’m provided with the tools and resources that I need to
do my job.
24 I’m technically trained.
25 I’m encouraged to explore growth or advancement
opportunities.
26 I understand what is expected for career advancement.
27 I’m getting practical training as much as I needed.
Working Environment
28 I’m happy with the availability of pleasant physical
environment.
29 I feel satisfied with the comfortability of the working
hours.
30 I’m happy with efficiency of the equipment and tools at
the work place.
31 Provision of lighting and ventilation facilities at the work
place.
32 Adequacy of working space to work efficiently.

3.4 Questionnaire Design

The survey questionnaire consists of three major sections and four sub-
sections. The structure of the questionnaire is as shown in Table 3.4.

32
 Table 3.4: The Structure of Questionnaire

Section Information Question Total Questions

A Demographic Information 1-7 7

B Job Satisfaction Level 8-12 5

C Factors Influencing Job Satisfaction

C1:Salary and Benefit 13-17 5

C2:Relationship with Peers 18-22 5

C3:Training and Development 23-27 5

C4:Working Environment 28-32 5

3.4.1 Measurement of Scale

The survey questionnaire used 5-point Likert scale to analyse the job satisfaction
level and factors contributing to the job satisfaction. The respondents must choose the
scale that they prefer during answering the survey questionnaire. The five-point Likert
scale 1 to 5 is described as below in Table 3.5:

Table 3.5: Measurement of Scale

Scale Satisfaction Level

1 Strongly Disagree

2 Disagree

3 Neutral

4 Agree

5 Strongly Agree

33
3.5 Sample Selection

The sampling method that used in this study is by using population that
represented by the operational employees of Global Foundries.

The number of employees that chosen as population for this study are 50 in total.
They were consist of 10 senior executives, 15 junior executives, and 25 fresh level and
non – executive employees.

3.6 Data Collection Procedure

3.6.1 Primary Data

The primary data is collected through e-questionnaire. The e-questionnaires which

were shared through WhatsApp and emails are distributed to the 30 workers the
respondents took nearly 10 to 15 minutes to reply the e-questionnaires. The e-
questionnaires are collected on the same day after morning briefing from all the 50
respondents that select randomly concurring to the sample proportion.

3.6.2 Secondary Data

The secondary data that used for this study is collected from the past researches on
job satisfaction and articles on human resource management. The data collected from the
secondary sources is important to enhance the related theories, definition, literature and
opinions from the past researchers. The secondary data also will provide an insight on the
relationship of dependent and independent variables, which in this study the relationship
between job satisfaction and the influencing factors. Apart from that, the secondary data
also will help this study to conclude the decision.

34
3.7 Data Analysis

The data analysis for this study is to analyze both primary and secondary data.
The raw data obtained from the survey questionnaire, analyzed and interpreted into
hypothesis before concluding the results. The definitions, theories, past results and
literatures are obtained from secondary data. The analysis of primary data is analyzed by
using quantitative method.

3.7.1 Frequencies

The raw data that collected from the survey questionnaire is tabulated accordingly.
The results are illustrated in the form of charts. The tabulation and chart of the raw data are
performed using Microsoft Excel. Before analysing the data, the questionnaires will be
coded for data accuracy apart from examining and presenting the demographic profile of
respondents, using descriptive statistic method.

3.7.2 Means and Standard Deviation

The analysis that used to interpret the data is known as descriptive method. The
data will be interpreted into mean, frequency and percentage which will be also presented
in the form of table, chart and diagram. The mean is defined as arithmetic average of a
data set that applicable to analyze quantitative data. The formula of mean is to add up all
the scores in dataset and divided with the number of scores. Table 3.6 show the mean
score and the level of mean.

Table 3.6: Mean Score Level

Mean Variance Level

1.00 – 2.33 Low

2.34 – 3.67 Moderate

3.68 – 5.00 High

35
 APPENDIX 1

Whereas standard deviation defined as distance or average deviation of all value

from the mean. The low standard deviation shows the value is near to the mean of the set,
while the high standard deviation shows the values of datasets are in the wide range. In
analyzing the job satisfaction, if the standard deviation is small, the respondents
categorized as homogeneous. If the standard deviation is large, the respondents are
categorized as heterogeneous.

36
 APPENDIX 1

CHAPTER 4

RESULTS AND DISCUSSIONS

4.1 Introduction

The purpose of this chapter is to mainly analyze 50 sets of questionnaire data

distributed to employees of Global Foundries Pte. Ltd. The objectives of this study were
achieved through the result of the study.

4.2 Profile of Respondents

In analyzing profile of the respondent, there are seven demographic questions

with regards to their background were asked in the questionnaire. The respondents were
required to provide information on gender, range of age, ethnicity, education level, level
of position and range of salary, years of service.

4.2.1 Gender

The 30 respondents that involved in this study were both male and female. The
ratio of male respondent is higher than female respondents. Table 4.1 and Figure 4.1
show the frequencies and percentage of the respondents based on gender. The male
respondents were 70% of total respondents. Whereas female respondents were 30% of
total respondents.

37
 APPENDIX 1

Figure 4.1: Gender

Table 4.1: Gender

Gender Frequency Percentage

Male 21 70%

Female 9 30%

Total 30 100%

4.2.2 Age

38
 APPENDIX 1

There were four age groups in the questionnaire. For < 25 years, there were eight
respondents. The highest number of respondents were in 36 – 45 age group with a total of
11 respondents. Followed by 26 – 35 age group, with 7 respondents and more than 45 age
group with 4 respondents. Table 4.2 and Figure 4.2 shows the representation of these

data.
Figure 4.2 : Age

Age Frequency Percentage (%)

Less than 25 8 26.7

26- 35 7 23.7

36-45 11 36.7

More than 45 4 13.3

Total 30 100%
Table 4.2: Age

39
 APPENDIX 1

4.2.3 Ethnicity

The respondents consist of employees from different races. For this study, the
race grouped into four categories namely Indian, Chinese, Malay and Ohers. From the
total of 30 respondents, 26.7% were Indians, 40% were Chinese, 16.7% Malays and
16.7% were others. Table 4.3 and Figure 4.3 show the number of respondents according

to the race.
Figure 4.3: Ethnicity

Ethnicity Frequency Percentage (%)

Indian 8 26.7
Chinese 12 40.0
Malay 5 16.7
Others 5 16.7
Total 30 100

Table 4.3 : Ethnicity

40
 APPENDIX 1

4.2.4 Education Level

The respondents that involved in this study were from different education
background. The employees are consist of employees with Table 4.4 and Figure 4.4 show
the frequencies and percentage of the respondents based on education level. The
respondents with Higher Secondary School Certificate (HSSC) were 30%, respondents
with diploma were 56.7% and respondents with Degree were 13.3.%.

Figure 4.4: Education Level

Table 4.4: Education Level

Education Level Frequency Percentage (%)

HSSC 9 30.0

Diploma 17 56.7

Degree 4 13.3

Total 30 100

41
 APPENDIX 1

4.2.5 Level of Position

The respondents are various level of management. For this study, the employees
were grouped into three levels of management namely Lower Management, Middle
Management and Higher Management. From the total of 50 respondents, 42% were lower
level management, 36% were middle level management and 22% were higher level
management. Table 4.5 and Figure 4.5 show the number of respondents according to the
level of management.

LEVEL OF POSITION

Figure 4.5: Level of Position

Table 4.5: Level of Position

Level of Position Frequency Percentage

Lower 10 33.3%

Middle 16 53.3%

Higher 4 13.3%

Total 50 100%

42
 APPENDIX 1

4.2.6 Salary Range

The respondents are separated based on their salary range for the purpose of
demographic information. For this study, the salary range grouped into four category
namely. From the total of 50 respondents, 20% were earning less than $1000, 42% were
earning from $1001 - $3000, 30% were earning $3001 - $5000 and 8% were earning
more than $5000. Table 4.6 and Figure 4.6 show the number of respondents according to
the salary range.

Figure 4.6: Salary Range

Table 4.6: Salary Range

Salary Range Frequency Percentage

< $1000 5 16.7%

$1001 - $3000 12 40%

$3001 - $5000 10 33.3%

> $5000 3 10%

Total 30 100%

43
 APPENDIX 1

4.2.7 Years of Service

The respondents were categorized based on the years of their service with Global
Foundries. The respondents with less than 3 years were 30%, respondents with 4 -6
years’ experience were 44%, 7 - 9 years’ experience were 22% and more than 10 years of
experience were 4%.

YEARS OF SERVICE

Figure 4.7: Years of Service

Table 4.7: Years of Service

Years of Service Frequency Percentage (%)

< 3 years 9 30

4 – 6 years 14 44

7 – 9 years 5 22

> 10 years 2 4

Total 30 100

44
 APPENDIX 1

4.3 Mean and Standard Deviation

The questionnaires that distributed to the respondents intended to analyze the job
satisfaction level and factors contributing to the job satisfaction. The dependent variable
in his study is job satisfaction and factors are independent variables. Statistical analysis
will be conducted for both dependent and independent variable. The mean and standard
deviation are the helpful tools to carry out the statistical analysis.

4.3.1 Evaluation of Dependent Variable: Job Satisfaction

Mean score level for job satisfaction is reflected in Table 4.8. The mean score is
derived from the second part of the questionnaire which is evaluation of job satisfaction
level that respondents answered from the scale 1(Not Satisfied) to 5 (Extremely
Satisfied).

Referring to Table 4.8, the overall mean for job satisfaction is at 3.65 which is moderate
and overall standard deviation is 0.95 which is homogenous.

45
 APPENDIX 1

Table 4.8: Analysis of Job Satisfaction

No. Question SD D N A SA Mean STDEV

(1) (2) (3) (4) (5)

Q8 I’m satisfied with my job. - 4 13 9 4 3.43 0.88

0.0 13.3 43.3 30.0 13.3

% % % % %

Q9 I’m satisfied regarding my - 5 9 8 8 3.63 1.05

associate works.
0.0 16.7 30.0 26.7 26.7
% % % % %

Q10 I’m getting opportunity to - 4 11 8 7 3.72 0.88

learn new skills while
working. 0.0 13.3 36.7 26.7 23.3
% % % % %

Q11 I’m proud to work with - 3 11 8 9 3.74 0.98

Global Foundries Pte. Ltd. 0.0 10.0 36.7 26.7 30.0

% % % % %

Q12 I’m happy with my job. - 4 8 10 8 3.73 0.99

0.0 13.3 26.7 33.3 26.7

% % % % %
Average Mean and Standard
Deviation 3.65 0.95

46
 APPENDIX 1

Table 4.9: Mean Score Level for Job Satisfaction

Mean Variance Level

1.00 – 2.33 Low

2.34 – 3.67 Moderate

3.68 – 5.00 High

4.3.2 Evaluation of Independent Variable: Salary and Benefit

Table 4.10 refers to the salary and benefit factor that increase the employees’ job
satisfaction. The overall mean is 3.69, which is at the moderate level and the standard
deviation is 0.92 which is homogenous.

47
 APPENDIX 1

Table 4.10: Analysis of Salary and Benefit

No. Question SD D N A SA Mean STDEV

(1) (2) (3) (4) (5)

Q13 I’m getting decent income - 4 9 14 4 3.58 0.87

for the job I perform. 13.3 40.0 46.7 13.3
0% % % % %

Q14 I’m feeling satisfied with - 4 8 12 6 3.66 0.94

the fringe benefits.

13.3 26.7 40.0 20.0

0% % % % %

Q15 I’m able to understand the - 4 8 13 5 3.67 0.92

incentive system followed
by the management. 13.3 26.7 43.3 16.7
0% % % % %

Q16 I’m satisfied with the - 4 7 12 7 3.73 0.96

13.3 23.3 40.0 23.3

process of annual raises. 0% % % % %

Q17 I’m happy with career - 3 7 12 8 3.83 0.93

progression At this 10.0 23.3 40.0 26.7
company. 0% % % % %

Average Mean and Standard Deviation 3.69 0.92

Table 4.11: Mean Score Level for Salary and Benefit Factor

Mean Variance Level

1.00 – 2.33 Low

2.34 – 3.67 Moderate

48
 APPENDIX 1

3.68 – 5.00 High

4.3.3 Evaluation of Independent Variable: Relationship with Peers

Table 4.12 refers to the how relationship with peers increase the employees’ job
satisfaction. The overall mean is 5, which is at the high level and the standard deviation is
0.96 which is homogenous.

Table 4.12: Analysis of Relationship with Peers

No. Question SD D N A SA Mean STDEV

(1) (2) (3) (4) (5)

Q18 My supervisor actively - 3 6 13 8 3.86 0.92

listen to my ideas and 10.0 20.0 26.7
suggestions. 0% % % 43.3% %

Q19 I’m feeling happy with - 4 10 10 6 3.6 0.95

mutual cooperation among

employees. 13.3 33.3 20.0
0% % % 33.3% %

Q20 I’m being encouraged by - 6 6 10 8 3.5 1

my supervisor and fellow

20.0 20.0 26.7
colleague. 0% % % 33.3% %

Q21 I’m getting fair treatment - 5 6 12 7 3.7 1.0

from everyone. 16.7 20.0 23.3

0% % % 40.0% %

Q22 I’m free to discuss with my - 4 10 10 7

colleagues and supervisor. 13.3 33.3 23.3 3.64 0.97
0% % % 33.3% %

Average Mean and Standard Deviation 5.0 0.96

49
 APPENDIX 1

Table 4.13: Mean Score Level for Relationship with Peers

Mean Variance Level

1.00 – 2.33 Low

2.34 – 3.67 Moderate

3.68 – 5.00 High

4.3.4 Evaluation of Independent Variable: Training and Development

Table 4.14 refers to the training and development factor that increase the
employees’ job satisfaction. The overall mean is 5.0, which is at the high level and the
standard deviation is 1.0 which is homogenous.

50
 APPENDIX 1

Table 4.14: Analysis of Training and Development

No. Question SD D N A SA Mean STDEV

(1) (2) (3) (4) (5)

Q23 I’m provided with the tools - 7 4 13 6 3.57 1.08

and resources that I need to

23.3
do my job. 0% % 13.3%43.3% 20%

Q24 I’m technically trained. . - 6 6 12 6 3.6 1.01

20
% 20% 40% 20%

Q25 I’m encouraged to explore - 4 8 10 8 3.73 0.99

growth or advancement
opportunities
. 13.3 26.7
0% % 26.7%33.3% %

Q26 I understand what is 5 6 7 12 3.86 1.11

expected for career 16.7 26.7

advancement 0% % 20% 33.3% %
.

Q27 I’m getting practical - 5 6 12 7 3.7 1.0

trainin
g as much as I 16.7 33.3
0% % 20% 26.7% %
needed.

Average Mean and Standard Deviation 5 1.03

51
 APPENDIX 1

Table 4.15: Mean Score Level for Training and Development Factor

Mean Variance Level

1.00 – 2.33 Low

2.34 – 3.67 Moderate

3.68 – 5.00 High

4.3.5 Evaluation of Independent Variable: Working Environment

Table 4.16 refers to the working environment factor that increase the employees’ job
satisfaction. The overall mean is 3.66, which is at the moderate level and the standard deviation is
0.96 which is homogenous.

52
 APPENDIX 1

Table 4.16: Analysis of Working Environment

No. Question SD D N A SA Mean STDEV

(1) (3) (4) (5)

Q28 I’m happy with the 0 (2)

3 13 8 6 3.56 0.91

availability of pleasant
0.0 10.0 43.3
physical environment. % % % 26.7% 20%

Q29 I feel satisfied with the 6 8 7 9 3.63 1.11

comfortability of the
26.7
working hours. 20% % 33.3% 30%

Q30 Provision of lighting and 3 9 11 7 3.73 0.93

ventilation facilities at the

work place. 10% 30% 36.7% 33.3%

Q3 Adequacy of working 3 8 13 6 3.73 0.89

26.7
space to work efficiently. 10% % 43.3% 20%

Average Mean and Standard Deviation 3.66 0.96

Table 4.17: Mean Score Level for Working Environment Factor

Mean Variance Level

1.00 – 2.33 Low

2.34 – 3.67 Moderate

53
 APPENDIX 1

3.68 – 5.00 High

4.3.6 Comparison between the Variables

Table 4.18 reflects the summary and comparison of the average mean score and
standard deviation for dependent variable and independent variables. The dependent
variable is job satisfaction. The independent variables are salary and benefit, relationship
with peers, training and development and working environment.

Based on the data in the table, relationship with peers and training and
development achieved the highest mean, which is 5.0. Followed by Job Satisfaction with
mean score of 3.65. Salary and benefit comes next with mean score of 3.69. Lastly,
working environment recorded mean score of 3.66.

The result of the study shows that the mean level for most of the factors
contributing to the job satisfaction is at the moderate level except for relationship with
peers and training and development.

Table: 4.18 Comparison between the Variables

Variables Average Mean Level Average Standard

Mean Deviation

Job Satisfaction 3.65 Moderate 0.95

Salary and Benefit 3.69 Moderate 0.92

Relationship with Peers 5.0 High 0.96

Training and Development 5.0 High 1.03

Working Environment 3.66 Moderate 0.96

54
 APPENDIX 1

CHAPTER 5

CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

Job satisfaction is an essential element that helps an organization to improve performance

and productivity. When the employees feel satisfy it will contribute to the reduction in
employee turnover rate. The organization can reduce their cost on recruiting and training
new employees by making their current employees happy. This case study specifically
focuses job satisfaction among employees in Global Foundries.

The purpose of this chapter is primarily to summarize the findings of this research
project. There are three sub – sections in this chapter. First sub – topic focuses on the
major findings of this study and examine them based on the research questions. The case
study was able to provide answers for two research questions. The second part of this
chapter will discuss on the recommendation that can be implemented for future studies.
Finally, the conclusion part will explain on further points on improving this research
study and a summary of the overall conclusions.

55
 APPENDIX 1

5.2 Major Findings

Several major findings have been identified based on the data that gathered from the
employees for the purpose of this study. These data with the help from literature review,
the research objectives were able to achieve. The major findings were evaluated based on
the frequencies, means and standard deviations that derived from the data collected
through questionnaires distributed to the employees of Global Foundries.

The first major finding of this study is emphasis on the Global Foundries efforts to keep
their employees satisfied with the job. Second key finding is the identification of overall
employees’ satisfaction level. Third major finding is the factors influencing employees’
satisfaction level at Global Foundries.

5.2.1 Research Question 1: What is the employees’ job satisfaction level in Global
Foundries?

Identifying the employees’ job satisfaction level is vital to retain the employees in
Global Foundries. The employees with high job satisfaction tend to perform well in their
job. Whereas employees with low level of job satisfaction may bring negative effect to
the organization. Based on the data collected, the overall satisfaction level of Global
Foundries’ employees is at the moderate level with mean and standard deviation at 3.66
and 0.96, respectively. The employees of Global Foundries are proud to work with them.
They are also getting opportunity to learn new skills and very much happy to work at
Global Foundries.

56
 APPENDIX 1

5.2.2 Research Question 2: What are the factors influence the employee satisfaction
level in Global Foundries?

The research question 2 primarily examine the factors influence the employees’ job
satisfaction level. Identifying the factors that influencing employees’ job satisfaction
level is important to understand the needs of employees and take necessary efforts to
fulfill their needs to retain them in the organization.

Four factors were identified and tested through a questionnaire survey that answered
by 50 respondents consists of employees from different level of position. All the four
factors tested with five questions each. Figure 5.1 shows the result of most influencing
facto to least influencing factors that contribute towards employee job satisfaction.

Respondents feels that the working environment plays important role in increasing
customer satisfaction. They feel happy with the pleasant physical environment.
Employees feels good about efficient tools and equipment at the workplace. They are also
satisfied with the adequate working space provided by the management.

The second highly supported factor is training and development. According to their
employees, Global Foundries provide a good training and development. The employer
created awareness on career advancement to their employees. Apart from that, most of
the employees agreed that they are technically trained based on job requirement. The
employees are also encouraged to explore the growth and opportunities in career.

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The third contributing factor is salary and benefit. Global Foundries employees feel that
they are getting a decent income for the job that they are doing. They are also happy with
pay and benefit that progress along with the career progression. The employees are also
agreed that they understand the incentive system practiced by the management.

The fourth factor that influencing employees’ job satisfaction is relationship with peers.
The employees feel that they are getting fair treatment from everyone. They are also
happy about being encouraged by the supervisor and fellow colleague at the work place.
The employees are also given chance to discuss freely with colleagues and supervisors.

RELATIONSHIP WITH PEERS

SALARY AND BENEFIT

TRAINING AND DEVELOPMENT

WORKING ENVIRONMENT

Figure 5.1: Factors Influencing Job Satisfaction

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5.3 Recommendations

Through the results of this study, there are few recommendation that can be proposed
in order to increase the employees’ job satisfaction level. The recommendations will be
very helpful to retain the employees and reduce turnover rate.

The results shows that there is no element of motivation. It is important to identify the
motivation factors that motivate the employees. The motivation in terms of incentives,
performance bonus and appreciation award can motivate employees to perform well in
their job. Thus, the performance eventually will lead to increase of their satisfaction level.

The appraisal and promotional system should be more transparent. The appraisal
should equally give to all level of employees based on their performance and
productivity. The element of promotional and appraisal is not tested in this study. Thus, it
is difficult to determine the satisfaction level of the employees. Although there is no
measurement for this factor in this study, future studies may take this factor into
consideration

Apart from that, the welfare of the employee also must take into consideration when
analyzing employees’ satisfaction level. Welfare is refer to measurement of empathy
shown towards the employee. This could affect the employees’ satisfaction where
employees might feel that employer should show empathy towards them. Situation such
as birth of baby, funeral of immediate family and medical coverage for immediate family
are examples where employer can take extra care of their employees.

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5.4 Conclusion

The fundamental objectives of this research project has been achieved by analyzing the
underlying factors influence the employees’ satisfaction through a questionnaire survey.
The employees’ expressed their satisfaction level based on the factors that listed in the
questionnaire. The data that collected through questionnaire survey is used to determine
the strongest factor that influence the satisfaction level. These findings will help the
management to focus on the way to satisfy the employees.

The determinant that used to test the satisfaction of the employees can be improves so
that the organization can adopt a better performance management system. The result of
his study can be applied in other organization also. The management must understand
that, in order to achieve desirable results, an insight about the job satisfaction analysis is
vital.

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