THE RELATIONSHIP BETWEEN EMPLOYEES’ JOB

SATISFACTION AND ATTITUDE TOWARDS THE

MANAGER

(A case study of Everest English School)

Undergraduate Business Research Report

Kathmandu University School of Management

Little Angel’s College of Management

In partial fulfillment of the requirement for the degree of

Bachelor of Business Information System (BBIS)

Submitted By:

Gaurav.Karmacharya

KU Registration No: A021146-15

Under the Supervision of

Miss. Namita.Subedi

Faculty, LACM

July 2019

Hattiban, Lalitpur
 ACKNOWLEDGEMENT

I would like to express my sincere gratitude to Kathmandu University (K.U) and

Little Angels’ College of Management for providing me with this opportunity to
conduct a research project for the partial fulfillment of the requirement for the degree
of “Bachelors of Business Information System”. This research has helped me a lot in
understanding the real-world scenario and to apply the theoretical knowledge in the
practical world.

I am thankful to Mr. Mitra Bandhu Poudel, Principal of Little Angels’ College of

Management for his continuous support, constant inspiration, co-operation and
encouragement during the research work.

My sincere gratitude is forwarded to Mr. Bibhav Adhikari, Research Coordinator, for

his valuable guidance, support and cooperation to guide me throughout the research.

I am heavily indebted to my supervisor Mrs. Namita Subedi, under whose guidance,

suggestions and timely supervision, I am able to complete this research. She was
readily available anytime in person or through communication media whenever I
encountered a problem. Without his dedication and support, the completion of my
study was almost impossible. I would also like to thank Dr. Chakra Bahadur Khadka,
research faculty, for the theoretical concept.

Further, I would like to thank all the respondents for helping me in the preparation of
the research report by fulfilling the questionnaire. Lastly, I would like to offer my
heartfelt gratitude to those who have helped me in the preparation of this research
report and have been a source of inspiration for me to complete this study.

Sincerely,

Gaurav Karmacharya
 DECLARATION

I hereby, declare that this business report entitled “The Relationship between
Employee jobs satisfaction and attitude towards manager: A case study of" Everest
English School” submitted to Kathmandu University School of Management is the
original research carried out by me in the year 2019. It has not been previously
submitted to any other university or any other examination. All source of information
referred in this work are acknowledged with reference to the respective authors.

Signature

Gaurav Karmacharya

KU Registration Number: A021146-15

BBIS 2015-2019

Little Angels’ College of Management

 Table of Contents
DECLARATION .................................................................................................................. ii
ACKNOWLEDGEMENT..................................................................................................... ii
EXECUTIVE SUMMARY ................................................................................................... v
CHAPTER I ......................................................................................................................... ix
INTRODUCTION ................................................................................................................ ix
1.1 Background ................................................................................................................. ix
1.2 Problem Statement ...................................................................................................... x
1.3 Significance of the research ......................................................................................... x
1.4 Objective of the study .................................................................................................. xi
1.5 Research question ........................................................................................................ xi
1.6 Limitation .................................................................................................................. xii
1.7 Organization of the study............................................................................................ xii
CHAPTER II ...................................................................................................................... xiii
REVIEW OF LITERATURES ............................................................................................ xiii
2.1 Introduction............................................................................................................... xiii
2.2 Empirical Review ...................................................................................................... xiii
2.4 Research Gap ............................................................................................................ xxi
2.5 Conceptual Framework............................................................................................. xxii
2.6 Definitions of Variables............................................................................................ xxii
CHAPTER 3 ...................................................................................................................... xxv
RESEARCH METHODOLOGY ....................................................................................... xxv
3.1 Research design........................................................................................................ xxv
3.2 Data collection procedure ......................................................................................... xxv
3.3 Data analysis and methods ........................................................................................ xxv
3.4 Size of the sample .................................................................................................... xxv
3.5 Data analysis and methods ....................................................................................... xxvi
3.6 Ethical consideration ............................................................................................... xxvi
3.7 Validity and Reliability statistics ............................................................................. xxvi
CHAPTER IV.................................................................................................................. xxvii
RESULTS ....................................................................................................................... xxvii
4.1 Introduction............................................................................................................ xxvii
4.2 Respondent’s Profile .............................................................................................. xxvii
REFERENCES ..................................................................................................................... xl
 LIST OF TABLES

Table 3.7.1 Reliablility.............................................................................23

Table 4.1 Demographic Distribuiton of Respondents..............................24
Table 4.2 Demographic Distribuiton of Respondents..............................27
Table 4.3 Tabulation of response of respondents on Likert Scale...........29
Table 4.4 Correlation among the variables...........................................30
Table 4.5 Correlation between job satisfaction and employee attitude....31
 LIST OF ABBREVATIONS

lACM: Little Angels' College Of Management

KU: Kathmandu University

SD:Standard Deviation

SPSS:Statistical Package for the Social Science

 EXECUTIVE SUMMARY
The research project entitled “The Relationship between Employee jobs satisfaction
and attitude towards manager” is a survey based research. This research was carried
out to find out the relationship between Employee job satisfaction and attitude
towards manager such that the information can be useful for the organization in order
to influence their manager to improve the employee’s attitude towards them.

The study is based on a survey conducted through structured questionnaire. The

convenience sampling method is used and was done with 103 respondents of the
organization. Literature review and theoretical review were conducted which were
related to the topic.

The research design was adopted which involves descriptive analysis (frequency and
percentage distributions, mean, standard deviation), compute variables (Co- relation),
analysis. SPSS was used to analyze the data that were collected through survey
questionnaire. With reference to the demographic profile, the study focused on four
components: gender, age, and experience and income level of the employees.

The finding shows that most of the employees are influenced by supervisory support
with 4.1263 mean whereas the least influencing factor was found to be Intrinsic
aspects with 3.8738 mean. Most of the respondent agreed with the statement that “.
The result of the study determined that the supervisory support is the major
influencing factor affecting employee attitude towards manager. This study also
reveals that there is no significant relationship between the demographic variables and
Employee job satisfaction and their attitude.
 CHAPTER I

INTRODUCTION

1.1 Background

Job satisfaction is one of the most widely researched among the most extensively
researched subjects in Industrial/Organizational Psychology church snd judge
(2000).Several work motivation theories have supported the implied role of job
satisfaction. Work satisfaction theories, such as Maslow (1943) Hierarchy of Needs,
Herzberg (1968)Two-Factor (Motivator-Hygiene) Theory, Adam (1965)Equity
Theory, Locke (1976)Discrepencey theory, Bandura (1977) Social Learning Theory,
and Landy(1978) Opponent Process Theory, have tried to explain job satisfaction
and its influence.

The most widely accepted theory of job satisfaction was proposed by Locke (1976),
who defined job satisfaction as “a pleasurable or positive emotional state resulting
from the appraisal of one’s job or job experiences”. Job satisfaction has emotional,
cognitive, and behavioral components (Bernstein, 2008). The emotional component
refers to job-related feelings such as boredom, anxiety, acknowledgement and
excitement. The cognitive component of job satisfaction pertains to beliefs regarding
one's job whether it is respectable, mentally demanding/challenging and
rewarding. Finally, the behavioral component includes people's actions in relation to
their work such as tardiness, working late, faking illness in order to avoid work (Nash,
2008)

Job satisfaction refers to the positive attitudes or emotional dispositions that people
may gain from work or through aspects of work. Employees’ job satisfaction becomes
a central attention in the researches and discussions in work and organizational
psychology because it is believed to have relationship with the job performance and
their attitude towards the organization and manager.

There are essentially two types of job satisfaction based on the level of employees'
feelings regarding their jobs. The first, and most analysed, is global job satisfaction.
which refers to employees' overall feelings about their jobs (e.g., "Overall, I love my
job.") (Kim, 2008). The second is job facet satisfaction, which refers to feelings
regarding specific job aspects, such as salary, benefits, work hierarchy (reporting
structure), growth opportunities, work environment and the quality of relationships
with one's co-workers (e.g., "Overall, I love my job, but my schedule is difficult to
manage.") (Kim, 2008). There are several myths regarding job satisfaction. One such
myth is that a happy employee is a productive employee (syptek, 1999). Research has
offered little to support that a happy employee is productive, on the contrary, some
research has suggested that casualness may creep in, shifting from productivity to
satisfaction (Basett, 1994).

According to Carpeter (2009) there are several elements that influence work attitude;
they are personality, adaptation to the work environment, job characteristics,
psychological contracts, organizational justice, job relations and job satisfaction.The
work attitude is the feeling we have toward the different aspects of the work
environment. Furthermore Riketta (2008) explains that work attitude refers to the
evaluation or personal interests of work-related targets. From the definition, it can
conclude that the work attitude is the tendency of a subject in response to an object
both positive and negative in the work environment. In this case, it is explained that a
person tends to do a particular job if he has a positive attitude toward his job.

1.2 Problem Statement

If workers are disasatisfied with their jobs,they are thought to be less productive and
more to abseentism and also have negative attitude towards their manager.So HR
department needs to measure employee job satisfaction and their attitude towards
management..In a workplace setting bad attitude can affect anyone and cause
employee dissatisfaction towards manager.Managers are to satisfy all his employee's
so that attitude towards manager is positive.The manager needs to learn how to
identify escalating attitude problems in the work place to prevent them from
becoming a distraction.

1.3 Significance of the research

The main purpose of the study is to find how job satisfaction affect employees attitude
towards manager and the organization and how it affects organizational performance
and its productivity.Employee satisfaction is of utmost importance for employees to
remain happy and also deliver their level best. Satisfied employees are the ones who
are extremely loyal towards their organization and stick to it even in the worst
scenario. The first benefit of employee satisfaction is that individuals hardly think of
leaving their current jobs. Employee satisfaction in a way is essential for employee
retention. Organizations need to retain deserving and talented employees for long
term growth and guaranteed success. employee satisfaction is essential to ensure
higher revenues for the organization. No amount of trainings or motivation would
help, unless and until individuals develop a feeling of attachment and loyalty towards
their organization. Satisfied employees tend to adjust more and handle pressure with
ease as compared to frustrated ones. Employees who are not satisfied with their jobs
would find a problem in every small thing and be too rigid. They find it extremely
difficult to compromise or cope up with the changing times. On the other hand,
employees who are happy with their jobs willing participate in training programs and
are eager to learn new technologies, softwares which would eventually help them in
their professional career. Satisfied employees accept challenges with a big smile and
deliver even in the worst of circumstances.

1.4 Objective of the study

General Objective

1. To find the relationship between Employee job satisfaction and attitude

towards manager.

Specific objective

1. To find the factors that satisfies and motivate employees.

2. Managers role play in employee satisfaction
3. To find out the employees attitude towards managers.

1.5 Research question

R1 What are the factors that determine the satisfaction level of employees?
R2 What contributes most to the employee satisfaction?
R3 What adjustments should be done to improve job satisfaction?
R4 Do managers relationship with employee affect the employee job satisfaction?
1.6 Limitation

The survey will be conducted with 50 to 100 employees in an organization so, the
outcome and feedback might not be exact and sufficient to conclude the research. The
time for research is limited so; it seeks to study a phenomenon at only one point of
time. The research was conducted with in Kathmandu valley so it has geographical
limitation.

1.7 Organization of the study

The research study was divided into five chapters. Chapter I includes the background
of the study, problem statement, significance of the study, objective of the study,
research question, operational definition and limitation of the study. Chapter II
includes literature reviews, theoretical reviews, research gap and conceptual
framework. Chapter III includes research design, data collection procedure, sample
size, data analysis and method, ethical consideration and validity and reliability
statistics. Chapter IV includes result of the study and chapter V includes summary,
discussion, conclusion and suggestions.
 CHAPTER II

REVIEW OF LITERATURES
2.1 Introduction

This chapter deals with the review of relevant literature related to the area of the
present research. The literature review plays a significant role in this research project
as it makes the project more systematic and scientific since it provides with
appropriate theoretical and conceptual grounding in conducting this research.

2.2 Empirical Review

Unutmaz, (2014) did research on Factors Affecting Job Satisfaction Of Employee in

Public Institutions. The study was conducted so that it can determine important
factors that affect the job satisfaction of employees working in a particular public
institution and to investigate to what extent the public institution satisfy its
employees. The data were collected from primary source through interview,
questionnaires in a public institution in two different subsidiary surveys, which were
Analytical Hierarchy process (AHP) and job satisfaction survey (JSS).They were
conducted on the subject employee group. It was found that for employees working
in this institution "Internal group dynamics and communication in the department is
observed to be satisfied in the other hand employees are not satisfied with the working
condition.

Parvin( 2015) conducted a research on Factors Affecting Employee Job Satisfaction.

The motive of the study was to identify the factors, which influence the job
satisfaction of employeesand to identify the factor which improves the satisfaction
level of employees. A descriptive research design with survey method was applied in
the study. The researcher has used both the primary and the secondary data for the
purpose of this study. Secondary data were collected from available books,
publications, research studies, articles and websites. The study revealed that
Employee job satisfaction can improve service quality and increase employee
satisfaction. In this circumstance, policy makers and managers have turned their
attention to provide different kinds of facilities to their employees in order to satisfy
their employees. The results suggest that the factors had satisfactorily explained job
satisfaction and that the policy makers and managers should focus on the factors that
affect employee job satisfaction, if they want to enhance their businesses. Based on
the results for the standardized values, we are able to see that work conditions,
fairness, promotion, and pay are key factors affecting in companies employees’ job
satisfaction. Money is a good motivator, actually all employees’ work for money,
employees need the money, a good salary and good compensations are key factors in
satisfying the employee. We can increase the employee salary and compensation to
motivate the employee, the good pay back can be one of the key factors affecting job
satisfaction, also in this way one can increase the service quality and organizational
performance. The factor of work conditions was also proven to have significant
influence over the companies.

Susanty (2013) conducted research on Analysis Of Attitude Toward works,

Organizational Commitment And Job Satisfaction On Employee Performance. The
objective of the research was to analyze the attitude of the employees towards
organizational commitment and their job satisfaction. For sampling, simple random
sampling was used. Total 200 subjects were randomly selected from managerial and
non-managerial staff. Fifty one items were selected to test the relationship between
attitude toward work, organizational commitment, job satisfaction, the employee’s job
performance. Out of these fifty one items, twenty five items were used to measure
attitude toward work, fourteen items were used to measure organizational
commitment, five items were used to measure job satisfaction, and seven items were
used to measure employee’s job performance. The results of this study suggest that
managers should focus on the factor that have a significant effect on employee job
satisfaction, if they want to enhance their businesses.

Nisa (2014) conducted research on The Influence Of Leadership And Work Attitudes
Toward Job Satisfaction And Performance Of Employee. The objective of the
research was to check if leadership and work attitude are related. This study is
emphasized on the correlation of the study variables by testing the hypothesis
proposed, the finding contains the description but the focus is on the correlation of
variables.The data collection is done by using secondary data, where the data is
derived from documents, references, literature, the results of previous studies and
reports related to this research, and primary data is done by distributing a
questionnaire consisting a number of written statements and questions for the
respondent about leadership, work attitudes, job satisfaction, and performance of
employee.

a) Leadership has a positive and significant influence on job satisfaction. It

means that the better the leadership, the higher the level of job satisfaction.
b) The work attitude has a positive and significant influence toward job
satisfaction. This means that if the civil servants have a positive work attitude,
the level of job satisfaction .
c) Job satisfaction has a positive and significant influence toward the
performance of employee. this means that the higher the level of job
satisfaction.

Bakotić (2016) did research on Relationship Between Job satisfaction and

organizational performance. The main objective of this study was to investigate the
relationship between job satisfaction and organisational performance in both
directions, and to determine which relationship is stronger, the one between job
satisfaction and organisational performance, or between organisational performance
and job satisfaction. The research sample included 40 large- and medium-sized
Croatian companies with 5806 employees surveyed. At first sight, the research sample
of 40 companies seemed a small one, but regarding the research topic which
connected two very sensitive dimensions, job satisfaction and organisational
performance. Detailed analysis showed that the connection between job satisfaction
and organisational performance was stronger than the connection between
organisational performance and job satisfaction. It could be stated that job satisfaction
more strongly determines organisational performance than organisational
performance determines job satisfaction.

Singh J. K.(2013) conducted research on A Study Of Employees’ Job Satisfaction

And Its Impact On Their Performance. The objective of the study was ,to identify the
factor which influence the job satisfaction of employees, To identify the impact of
employees’ job satisfaction on their performance, to identify the factors which
improve the satisfaction level of employees. A descriptive research design with
survey method is applied in the study. The researcher has used both the primary and
the secondary data for the purpose of this study. Secondary data were collected from
available books, publications, research studies, articles and website. the result showed
that employee attitudes typically reflect the moral of the company. In areas of
customer service and sales, happy employees are extremely important because they
represent the company to the public. Every organization should develop strategies that
strengthen the work environment and increase the employee’s morale and employee’s
satisfaction to enhance employee performance and productivity, which ultimately
results in high profits, customer satisfaction as well as customer retention.

Singh A (2016) did research on research paper on the Employees Attitude Towards
Organizational Change.The objective of the study was to find out if the organizational
change affects employee’s attitude. Research design with survey method was applied
in the study. The researcher has used both the primary and the secondary data for the
purpose of this study. Secondary data were collected from available books,
publications, research studies, articles and website. The research found out one of the
most baffling and recalcitrant of the problems, which business executive’s face was
employee resistance to change. Resistance is usually created because of certain blind
spots and employee attitudes with the technical aspects of new ideas. Management
can take concrete steps to deal constructively with these employee attitudes. The steps
included emphasizing new standards of performance and encouraging them to think in
different ways, as well as making use of the fact that signs of resistance can serve as a
practical warning signal in directing and timing technological changes. An
organization must develop a new vision and a new faith in the workforce before it can
approach the organizational change process. Managers must exhibit a trust in the
workrrs to contribute to solving organizational problems, which in turn will build trust
in management. The door must always be open for individuals to take an active role in
improving the organization, allowing for open communication, initiative, and
teamwork in problem solving.
S.RAJA (2018) Has conducted research on Study on Employee Job Satisfaction with
Special Reference TO Krishna Giri District CO-Operative Spinning Mills L.T.D. The
main objective of the study was to:

a) To identify the employee’s relationship with their supervisors and co-workers.

b) To assess the satisfaction level of employees on working conditions and
environment.
c) To know the security and the safety measure taken by the organization.
d) To identify the level of grievance handling procedure in the organization.

The present study is based on descriptive analysis using primary data to investigate
The objectives and testing the hypothesis. A well-structured questionnaire was used to
collect the primary data. Simple random sampling method was used among the
sample size of 125 employees of production department of krishnagiri district co-
operative spinning mills ltd. Uthangarai. In this study percentage analysis, weighted
average, chi-square have been used as the research tools. The study helped in
revealing the level of satisfaction of employees with reference to the various factors
provided in the organization. This study clearly shows that employees under
organization are more or less satisfied with the job. The organization should consider
on the salary, relationship of employees and supervisors, grievance handling and give
more opportunity for the new employees. The study also considered some other
problems lie to under by the government I hope. The management would consider my
suggestions definitely; it will improve his business highly motivated employees are
consider the great asset of the company.

Srivastav (2013) Conducted a research on A Study on Employees Attitude towards

the Organization and Job Satisfaction the objective of the research was to

a) To know the employees’ attitude towards the organization.

b) To know the reasons for the employees’ positive attitude.
c) To know the reasons for the employees’ negative attitude.
d) To know the employees’ expectations from the organization.
e) To make suggestions to improve the attitude of the employees to the
management.
 f) To study the attitude of the employees towards their work

Primary data was used for the present study. The primary data was collected from 180
sample respondents from Alstom Power Projects Limited, Durgapur. For collecting
the first-hand information from the respondents, sample respondents were chosen by
convenience sampling method. Questionnaire was the main tool used to collect the
pertinent data from the selected sample respondents. For this purpose, a well
structured questionnaire was framed. Field survey method was employed to collect
the primary data from the selected sample respondents. Secondary information was
collected from sources like website, articles from magazines, news papers and
journals. The statistical tools used for the study are Percentage and frequency, Chi-
square test and ANOVA. Only half of the respondents were satisfied with the medical
facilities and safety procedures provided in the organization, which means that, the
remaining half of them were not satisfied. Therefore, the management with regard to
the medical facilities along with ESI has to offer a minimal amount exclusively for the
medical expenditure as a special package for different levels of employees. This
would motivate them and restrict them to avail leave. As per the respondents’ opinion,
safety procedures followed were not up to the mark, which also is one of the reason
for regular absenteeism. The respondents felt that the leave facilities provided were
not adequate. Management in this regard has to identify the ways by which leave
facilities could be improved without disturbing the regular schedule of work, by
giving restricted holidays, by increasing the number of paid holidays etc. Therefore,
the management may formulate strategies based on the Workers’ Participation in
Management bill or prepare a tailor-made guideline for the extent of participation by
the workers in the management decisions because when decision marker execute, the
execution proves worthy.

Jayarathna (2014) Conducted research on the Effect Of Employee Work Related

attitudes on Employee job performance. The objective of the research was to

a) To identify the relationship between job satisfaction and job performance

employees of tertiary and vocational education sector in Sri Lanka.
 b) To identify the relationship between organizational commitment and job
performance employees of tertiary and vocational education sector in Sri
Lanka.
c) To identify the relationship between job involvement and job performance
employees of tertiary and vocational education sector in Sri Lanka

This study was purely based on primary data. The survey method characterized by
personally administered questionnaires was selected as the method of data collection
in this study. Five point Likert scale was used to weight from strongly disagree to
strongly agree. In order to measure the work related attitudes, and job performance,
the questionnaire. The research showed that the respondents were committed to
organization.

2.3 Theoretical review

The negative attitude of the employees towards the supervisor or the manager affects
the effectiveness of the workplace and decreases the efficiency of the concerned
association. The engagements of the workforce are very imperative for the evaluation
of the company procedures for the concerned firms. Moreover, there are two of the
diverse aspects of the managerial behavior such as the satisfaction of the employees
and the dissatisfaction of the employees regarding the job they posses. The past
researchers have significantly brought up the fact that there are different ways for
enhancing the satisfaction of the employees, which helps in retaining the old
employees within the firm (Fernandez, 2013).

(Maslow, 1943)Maslow's hierarchy of needs theory states that people have a pyramid
hierarchy of needs that they will satisfy from bottom to top. Starting from mere
physiological subsistence the Maslow hierarchy of needs covers belonging to a social
circle to pursuing your talent through self-actualization. Important to the hierarchy of
needs theory is that Maslow felt that unfulfilled needs lower on the ladder would
inhibit the person from climbing to the next step. The pyramid of needs is divided into
two categories: deficiency needs (physiological and safety) and growth needs
(belonging, self-esteem and self-actualization). If the deficiency needs are not
satisfied, the person will feel the deficit and this will stifle his or her development.
(Herzberg, 1968) Proposed a two-factor theory or the motivator-hygiene theory.
According to Herzberg, some job factors result in satisfaction while there are other
job factors that prevent dissatisfaction. According to Herzberg, the opposite of
“Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction” is “No
Dissatisfaction”.

Herzberg classified these job factors into two categories:

Hygiene factors: Hygiene factors are those job factors, which are essential for
existence of motivation at workplace. These do not lead to positive satisfaction for
long-term. However, if these factors are absent / if these factors are non-existent at
workplace, then they lead to dissatisfaction. In other words, hygiene factors are those
factors, which when adequate/reasonable in a job, pacify the employees and do not
make them dissatisfied. These factors are extrinsic to work. Hygiene factors are also
called as dissatisfies or maintenance factors, as they are required to avoid
dissatisfaction.

Motivational factors: According to Herzberg, the hygiene factors cannot be regarded

as motivators. The motivational factors yield positive satisfaction. These factors are
inherent to work. These factors motivate the employees for a superior performance.
These factors are called satisfiers. These are factors involved in performing the job.
Employees find these factors intrinsically rewarding. The motivators symbolized the
psychological needs that were perceived as an additional benefit.

According to (Adam's, 1965)When people feel fairly or advantageously treated they

are more likely to be motivated; when they feel unfairly treated they are highly prone
to feelings of disaffection and demotivation. The way that people measure this sense
of fairness is at the heart of Equity Theory. Equity, and therefore the motivational
situation we aim to assess using the model, is not dependent on the extent to which a
person believes reward exceeds effort, nor even necessarily on the belief that reward
exceeds effort at all. Rather, Equity, and the sense of fairness which commonly
underpins motivation, is dependent on the comparison a person makes between his or
her reward/investment ratio with the ratio enjoyed (or suffered) by others considered
to be in a similar situation.
According to Locke (1976) people represent a negative life event as saying something
about their current state, their actual self now. This actual self is compared with their
self-guides, the kind of person they want or desire to be (e.g., going to a good college,
having a good marriage). When there is a discrepancy between individuals’ actual self
and their self-guides, a self-discrepancy, people suffer emotionally. When the actual
self is discrepant from an ideal, people feel sad, disappointed, discouraged—
dejection-related emotions that relate to depression. When the actual self is discrepant
from an ought, to, people feel nervous, tense, and worried—agitation-related emotions
that relate to anxiety. Thus, self-discrepancy theory proposes that people’s emotional
vulnerabilities depend on the type of self-guide that motivates their lives:
dejection/depression when ideals dominate and agitation/anxiety when ought to have
dominate.

According to Bandura(1978) people learn from one another, via observation,

imitation, and modeling. The theory has often been called a bridge between
behaviorist and cognitive learning theories because it encompasses attention, memory,
and motivation.

2.4 Research Gap

There have been many studies on the topic of job satisfaction and its effect in
employee attitudes. The review of the article discusses about the factor that affects job
satisfaction such as internal factors and external factors. It has only stated that this
factor affects employee’s satisfaction level however, it has not stated what changes
employees’ attitude towards manager and what role does manager play in maintain
positive attitude of the employees.

Research Variables

1. Dependent Variable: Employee's attitude towards manager

2. Independent Variable: Employee's job satisfaction
 2.5 Conceptual Framework

Development

Independent variable Dependent

Variable
Supervisory
support

Employee Job Employee's attitude

Satisfaction towards manger
Reward
Fairness

Intrinsic

Working Figure 1: Conceptual Framework

environment

2.6 Definitions of Variables

Development

Employee development is defined as a process where the employee with the support
of his/her employer undergoes various training programs to enhance his/her skills and
acquire new knowledge and skills. In today’s work environment, employee
development is the number 1 factor for employee retention, especially among
Millennials. Top employee development methods used by organizations most
frequently include training programs and leadership development programs.
Investments in employee learning and development directly affect employee
engagement and productivity, improving overall business success metrics.
Supervisory Support

Supervisory Support is defined as the extent to which leaders value their employees’
contributions and care about their well-being. A leader with high supervisor support
is one that makes employees feel heard, valued, and cared about. Supervisory support
Encourages employees to develop a social aspect to their job may increase satisfaction
as well as develop a sense of teamwork. Co-worker relationships will benefit the
organization as a whole since teamwork is a very important aspect of organization
productivity and success. Moreover, when people are allowed to develop work
relationships they care more about pulling their own weight and not letting co-
workers down. Employee involvement groups are a great way to help employees
interact with individuals outside their department or organization.

Reward

Reward is a monetary or non-monetary recognition that an organization provides to

its employees in order to express appreciation for good performance or behavior.
Employee reward is usually considered as a concept different from employee
compensation (a regular salary), benefits (regular extra options for compensation) and
appreciation (saying thanks for specific contribution), so employee reward is
considered as a frequent systematic payment or any supportive action that is regulated
by appropriate organizational program (sometimes rewards can be unsystematic: one-
time bonuses, valuable gifts, or anything like this).
A systematic approach to employee rewarding is a part of corporate strategy, which
stands for continual rising of the performance level for the whole company, a
workgroup, a company unit, and individuals. It requires establishing an accurate
system of employee performance monitoring. In a more advanced meaning employee,
rewarding combines the features of all other remuneration types:

a) Employee recognition (results-oriented payment);

b) Appreciation (motivational action);
c) Benefits (regular option for extra earnings);

Intrinsic

Intrinsic is a stimulation that drives an individual to adopt or change their behavior for
his or her own internal satisfaction or fulfillment. Intrinsic motivation is usually self-
applied, and springs from a direct relationship between the individual and the
situation. It is very important factor in the design of a learning or training course.
When intrinsically motivated, a person is moved to act for the fun or challenge
entailed rather than because of external products, pressures, or rewards….In Self-
Determination Theory, we distinguish between different types of motivation based on
the different reason or goals that give rise to an action.

Working Environment

Working Environment is a Location where a task is completed. When pertaining to a

place of employment, the work environment involves the physical geographical
location as well as the immediate surroundings of the workplace, such as a
construction site or office building. Typically involves other factors relating to the
place of employment, such as the quality of the air, noise level, and additional perks
and benefits of employment such as free child care or unlimited coffee, or adequate
parking.
 CHAPTER 3

RESEARCH METHODOLOGY
Research methodology are the models, procedures and techniques used to find the
result of research question.

3.1 Research design

The study was conducted using convenience sampling of non-probability sample

method to collect samples for the study and it would be the best option as there is a
short span of time available for the survey. The primary data will be collected through
a questionnaire.

3.2 Data collection procedure

In the study, the data will be collected through primary source using non-probability,
convenience-sampling method through structured questionnaire, which includes a list
of questions; prepared focusing on factors affecting consumer-buying behavior of
leather jacket and the data collection would be completed with the respondent filling
up the questionnaire.

3.3 Data analysis and methods

The collected data will be analyzed from SPSS using the descriptive statistics (mean,
median, and mode), correlation and regression analysis for the study.

3.4 Size of the sample

The sample size of the study was taken according to Enumeration method. According
to this, N is the total population i.e. 103, 103 respondents were taken as sample for
the study.
3.5 Data analysis and methods

The collected data was arranged and managed through Statistical Package for Social
Science (SPSS) software and analyzed using the descriptive statistics (mean, standard
deviation), Co-relation analysis for the study and the results were interpreted with the
help of various tables.

3.6 Ethical consideration

The present research was conducted taking all the ethical consideration in mind. The
researcher had informed all the participants of research about the aims and objectives
of the research before collecting the data. The data and information were collected
without controlling any variables or changing the environment. Situation was
described as it exists and also the confidentiality of the data was maintained. The
research has been conducted as per the rules and regulation.

3.7 Validity and Reliability statistics

The validity and reliability of the questionnaire has been accomplished using SPSS
software. In order to measure the reliability of the questionnaire, pilot test had been
conducted among 10 respondents using Cronbach’s Alpha. The value of Cronbach’s
Alpha based on standardized item is 0.7382. According to Chawla and Sondhi
(2011),0.70< α <0.80 implies that there is good reliability between various items of a
multiple item scale.

The value of Cronbach’s Alpha was .769 for 26 items. Thus, the data was reliable at
good level.

Table 3.7.1
Reliability Test n=10
Particulars Cronbach alpha Number of items
Intrinsic .712 3
Reward .739 3
supervisory support .712 4
Development .725 3
Working Environment .791 3
Attitude .898 10
Total 0.769 26
 CHAPTER IV

RESULTS
4.1 Introduction

This chapter represents the result and interpretation of data analysis. In this chapter,
all the primary data are properly processed and analyzed in accordance with the
objectives of the study using various statistical tools such as SPSS and MS- Excel.
The findings are presented in tabular forms.

4.2 Respondent’s Profile

Respondents profile in the research includes gender, age, experience and employment
status. The distribution of sample is shown in the table below:

Table 4.1 Demographic Distribuiton of Respondents

n=103

Frequency Percent
Gender
Male 46 44.7
Female 57 55.3
Age
15-25 33 32.0
26-36 61 59.2
36-46 9 8.7
46 and above 0 0
Experience
less than 2 years 30 29.1
2-5 years 20 19.4
5-8 years 20 19.4
8 above 33 32.0

Income per Month

less than Rs 25000 65 63.1
Rs 25000-50000 36 35.0
Rs 50000-75000 0 0
Rs75000 and above 2 1.9
The result shows that out of 103 respondents 46 were male representing 44.7% and 57
were female representing the remaining 55.3% from the overall responses. This shows
that the female respondents were higher than the male respondents.

Age group was categorized into four: 15-25, 26-36, 36-46 and 46 and above. The
result shows that majority of the respondents belonged to 26-36 age group
representing 59.2% of the total responses with 61 respondents and minority of
respondents belonged to the 46 and above age group with 0 respondents representing
0% of the total responses. 8.7% of the respondents belonged to the 36-46 age group
with 9 respondents and 32.0% belonged to the 15-25 age group with 33 respondents
from the total respondents.

Out of 4 categories of experience level, the result shows that 32.0% of the respondents
have experience above 8 years, 29.1% has the experience of less than 2 yeats, 19.4%
with 2-5 years and 19.4% with 5-8 years aswell.. Similarly, 63.1% of the respondents
i.e. 65 respondents has salary of less than 25000 and the remaining 35.0% of the
respondents i.e. 36 respondents has salary of Rs 25000-50000 and 1.9% of the
respondents i.e. 2 respondents has the salary 75000 and above and 0% of the
respondents i.e. 0 employess has salary of 50000-75000

codes for table

Intrinsic

I1: I feel my skills are properly utilized in my job.

I2: The amount of work expected of me is reasonable.

I3: The morale in my department is high.

Reward and Fairness

R1: I am satisfied with my salary.

R2: I am satisfied with the benefit provided by the company

R3: I am satisfied with the process used to determine annual raises.

Supervisory support

S1: There is good communication from managers to employees.

S2: Overall, my manager does a good job.

S3: My manager promotes an atmosphere of teamwork.

S4: When I have questions or concerns, my manager is able to address them.

Development

D1: I have the training to do my job.

D2: My career has developed at the Company.

D3: I feel I have grown my skills under my managers supervision.

Working Envuronment

W1: The Organization clearly conveys its mission to its employees.

W2: I have the tools and resources I need to do my job.

W3: It is easy to get along with my colleagues.

Attitude

A1: My manager makes the best use out of my abilities.

A2: My manager supports me by providing me all the tools to conduct my work.

A3: I accept the feedback that is given by my manager.

A4: I think my manager appreciates my job.

A5: I think manager cares about me as an employee

A6: I feel free to tell my manager what i think

A7: I have trust and confidence toward my manager

A8: My manager values my opinion

A9: I think I get the right amount of money and benefits for the work I do

A10: I am satisfied with the working environment

n=100

Statement SDA DA N A SA Mean SD

Table 4.2: Demographic Distribuiton of Respondents

N Minimum Maximum Mean Std.

Deviation
Intrinsic
I1 103 1 5 4.0097 .94449
I2 103 1 5 3.7476 1.15231
I3 103 1 5 3.8641 .91874
Reward and
fairness
R1 103 1 5 3.7184 1.14119
R2 103 1 5 3.9029 1.00503
R3 103 2 5 4.1165 .80806
Supervisory
Support
S1 103 1 5 4.1456 .94358
S2 103 1 5 4.0485 1.00371
S3 103 1 5 4.2427 .95451
S4 103 1 5 4.0680 .99274
Development
D1 103 1 5 4.0874 .91936
D2 103 1 5 3.8544 .93313
D3 103 1 5 3.8447 1.05494
Working
Environment
W1 103 1 5 4.1553 .92628
W2 103 1 5 4.1748 .99437
W3 103 1 5 3.9806 .89640

The table shows that the independent variable Intrinsic has the highest mean on the 1st
statement I1 i.e. 4.0097 which means that the most respondents agree that their skills
are properly utilized in the job . 2nd statement I2 has the lowest mean i.e. 3.7476
which means that least number of respondents agree the amount of work expected of
them is reasonable.

The table shows that the independent variable Reward and fairness has the highest
mean on the 3rd statement R3 i.e.4.1165 which means that the most respondents are
satisfied with the process that is used to determine annual raises.First statement R1
has the lowest mean i.e.3.7184 which means that the least number of respondents
agree that they are satisfied with their salary.

The table shows that the independent variable supervisory support has the highest
mean on the 3rd statement S3 i.e. 4.2427 which means that the most respondents are
satisfied with the manager that has promoted the atomosphere of team work.Second
statement S2 has the lowest mean i.e.4.0485 which means that the least number
respondents are satisfied with their managers good job.

The table shows that the independent variable development has the highest mean on
First statement D1 i.e.4.0874 which means that the most respondents are satisfied
with the training they need to do their job.Third statement D3 has the lowest mean
i.e.3.8447 which means that the least number of respondents feel that their skill has
grown under managers supervision.
The table shows that the independent variable working environmnet has the highest
mean on Second statement i.e.4.1748 which means that they feel that they have all the
tools and resources to do their job.The third statement has the lowest mean i.e. 3.9806
which means that thethe least number of people feel that they get along with the
employees.

Table 4.3: Tabulation of response of respondents on Likert Scale

Particulars N Minimum Maximum Mean Std.

Deviation
Attitude
A1 103 1 5 4.1845 .94711
A2 103 1 5 4.1650 .92986
A3 103 1 5 4.1845 .99752
A4 103 1 5 4.1942 .89243
A5 103 1 5 4.1359 1.00048
A6 103 1 5 3.8447 1.05494
A7 103 1 5 4.0680 1.08702
A8 103 1 5 3.7282 1.17318
A9 103 1 5 3.8447 1.13550
A10 103 1 5 3.9417 1.10103

The table shows that the dependent variable attitude has the highest mean on fourth
statement i.e. 4.1942 which means that the respondents feel that the manager
appreciates their job. and Eighth statement has the lowset mean i.e3.7282. which
means that the least respondent feels that their manager values their opinion
 Table 4.4
Correlation among the variables
Particulars intrinsic reward supervisory developmen working attitude
support t environment
Pearson
intrinsic 1 .471** .545** .478** .349** .669**
Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 103 103 103 103 103 103
Pearson
reward 471** 1 .405** .418** .471** .583**
Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 103 103 103 103 103 103
supervisorys Pearson
.545** 405** 1 .601** .646** .762**
upport Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 103 103 103 103 103 103
developmen Pearson
.478** 418** .601** 1 .565** .651**
t Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 103 103 103 103 103 103
workingenvi Pearson
349** 471** .646** .565** 1 .660**
ronment Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 103 103 103 103 103 103
Pearson
attitude 669** 583** .762** .651** .660** 1
Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 103 103 103 103 103 103
**. Correlation is significant at the 0.01 level (2-tailed). Source: Field Survey,
2019
The table shows the relationship between employee job satisfaction and the
employees attitude. As per the objective, five factors were analyzed to show the
relationship with employee attitude.The relationship is discussed as below.

Relationship between Intrinsic and Attitude

The result shows that r=0.669, p<0.01 i.e. correlation is significant. The two variables
were positively correlated. Hence, existence of positive correlation between employee
jobsatisfaction and employee attitude towards manager was found

Relationship between reward and Attitude

The result shows that r=0.583, p<0.01 i.e. correlation is significant. The two variables
were positively correlated. Hence, existence of positive correlation between employee
job satisfaction and employee attitude towards manger was found

Relationship between supervisory support and Attitude

The result shows that r=0.762, p<0.01 i.e. correlation is significant. The two variables
were positively correlated. Hence, existence of positive correlation between employee
job satisfaction and attitude towards manager was found.

Relationship between Development and Attitude

The result shows that r=0.651, p<0.01 i.e. correlation is significant. The two variables
were positively correlated. Hence, existence of positive correlation between employee
job satisfaction and attitude towards manager was found.

Relationship between Working Environment and Attitude

The result shows that r=0.660, p<0.01 i.e. correlation is significant. The two variables
were positively correlated. Hence, existence of positive correlation employee job
satisfaction and attitude towards manager was found.

All the five variables Intrinsic, Reward, Supervisory support, Development and
Working Environment have positive and significant relationship with Employee
attitude . Among the five variables Supervisory support had the highest correlation
coefficient which was 0.762. It The table shows that the relationship between overall
employee job satisfaction and attitude towards manager.
The result shows that r=0..864 p<0.01 i.e. correlation is significant. The two variables
were positively correlated. Hence, existence of positive correlation between employee
jobsatisfaction and employee attitude towards manager was found.It means that
Supervisory support has high impact on Employee attitude towards manager. Reward
has the lowest correlation coefficient which was 0.583. It means that, among the five
variables, Reward has the lowest impact on Employee attitude towards manager.

Table 4.5: Correlation between job satisfaction and employee attitude

Particulars Attitude Jobsatisfaction

Pearson .864**
Attitude 1
Correlation
Sig. (2-tailed) .000
N 103 103
Pearson 1
Jobsatisfaction .864**
Correlation
Sig. (2-tailed) .000
N 103 103
 CHAPTER V

SUMMARY, DISCUSSIONS AND IMPLICATIONS

5.1 Summary

The report is based on the study of different factors of employee job satisfaction and
the employees attitude. The purpose of the study was to identify the various factors
affecting employeee attitude towards manager in the case of "Everest English
School". For the study, a 26-item (5 point Likert scale) online questionnaire was used
and the sample was taken from 103 population using convenience sampling
technique. The study showed that female respondents were higher than the male
respondents and most of the respondents fall in the age group 26-36. Majority of the
respondents has the expereience above 8 years and the income 25000-50000 .

For this study, five independent variables were identified that affect the employee job
satisfation: Intrinsic, reward, supervisory support, development and working
environment. From the results obtained through descriptive statistics, among the five
factors, Supervisory support was found to be the most influential factor affecting
employee attitude towards manager with the mean score of 4.1263 and Intrinsic was
found to be the least influential factor affecting employee attitude with the lowest
mean of 3.8738. Working Environment was also found to be affected by quality of
information with the second highest mean of 34.10356 .Development with the mean
of 3.92 and Reward with the mean of 3.9098.

From the correlation analysis, it was found that there was significant relationship
between employee job satisfaction and employee attitude towards manager. Similarly
intrinisc, Working Environment, Development and Reward were also found to have
significant relationship with the Employee attitude towards manager. Hence, this
research suggests that supervisory support is the most important factor that influence
employee attitude towards manager. In the case of Everest English School. Similarly,
Working Environment is the second most influential factor. The third influential
factor is Development followed by Reward and Intrinisc.
5.2 Discussion

This section aims to examine whether the findings of this report are consistent or
inconsistent with the literature articles discussed in the second chapter. The study
conducted in previous researches by other researchers also has these similar elements
(intrinsic, supervisory support, reward, development and working environment) as
their independent variables for determining attitude. This research study shows that
these independent variables are influential factors for employees attitude.

The current study showed that the independent variables intrinsic, supervisory
support, reward, development and working environment are significant factors
affecting employee attitude which is in line with the study of (Susanty, 2013).
Similarly, the current study is also similar to the findings of Srivastav (2013) which
suggest that the independent variables mentioned in the study are significant and
positively affect the employee attitude towards the company.

The findings in this study suggest that supervisory support is the most influential
factor affecting employee attitude towards manager. which is in line with the study of
(Kim, 2008) which suggests supervisory support has stronger effect on employee
attitude with path coefficient of 0.412 as it builds employee satisfaction which
ultimately results in positive attitude towards company and manager in research,
therefore, further proves the earlier findings that showed respondents who are
satisfied with their job helps to promote and build positive atmosphere in the
company.

Similarly, the result depicted in this study is in line with the study of (Jain D. R.,
2014) which suggests that working environment is an important factor of job satisfaction,
job attitude ,employee performance and employee loyalty.. The study proposes that
working environment plays an indirect effect on employee loyalty through employee
attitude and employee satisfaction that is normally underestimated. However, this study
does not concern with employee performance, employee motivation and employee attitude.

The result of this study is not in line with the study of Akafo ( 2015)which suggest that
employee reward is the most powerful and influential factor affecting employee attitude .
However, the current study revealed that supervisory support is the most influential factor
for builiding employee positive attitude. Although, the result are different, both the study
show that supervisory support and reward has significant relationship with employee
attitude towards manager.

5.4 Conclusion

The research has considered the total sample size of 103 respondents in the
organization “Everest English School” in order to associate socio-demographic
characteristics with Employee job satisfaction and finding the most influencing factor.
The research focuses on the factors employees attitude towards manager.

It is concluded that, the majorities of the respondents were concerned Supervisory

support. Also, the majority of respondents are concerned and they care about by the
working Environment of the organization. This research also reveals that there is
significance relationship between demographic factors and Employee job satisfaction
and their attitude.

As the research is conducted within the organization only, furthermore in-depth

research can be conducted in other organizations so that more generalized result can
be achieved. Furthermore, sample size can be increased to have in-depth analysis of
the research topic.

5.5 Implication and Recommendation

The result of this study has facilitated in finding the relationship between employee
job satisfation and the attitude toward the employees and to associate it with
demographic variables. The result implicates that supervisory support is the major
factor that influences the the attitude of employees towards organization and also
shows that there is no any significance relationship between demographic
characteristics and employee job satisfaction. Likewise, the finding has shown the
impact of other factors such as Intrinisic,Reward and Development has aspects on
Employee attitude towards manager.

The finding of the research will be beneficial for the Organization. This research will
help them to know which factor must be considered to satisty the employees.
Similarly, the Organization can formulate strategies to satisfy their employees.
Likewise, this paper will equally assist in maintaining the positive atmosphere in the
organization facilitating the manager and supervisor to know the factor to increase
the productivity of the OrganizationThe following recommendations could be
developed by various organizations

The result showed that Supervisory support is the most influencing variable that
impacts Employee attitude

Working Environment is the other influencing factor that impacts the job satisfaction
and employee attitude..
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