1

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
 2

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

3
 iv 4

Table of Contents
ACKNOWLEDGEMENT .................................................................................................................. 1
DECLARATION ................................................................................................................................ 1
EXECUTIVE SUMMARY ................................................................................................................. 9
CHAPTER I ....................................................................................................................................... 9
INTRODUCTION .............................................................................................................................. 9
1.1 Background ............................................................................................................................ 10
1.2 Problem Statement .................................................................................................................. 11
1.3 Significance of the research ..................................................................................................... 11
1.4 Objective of the study ............................................................................................................. 12
1.5 Research question ................................................................................................................... 12
1.6 Limitation ............................................................................................................................... 12
1.7 Organization of the study ........................................................................................................ 12
CHAPTER II .................................................................................................................................... 13
REVIEW OF LITERATURES .......................................................................................................... 13
2.1 Introduction ............................................................................................................................ 13
2.2 Empirical Review ................................................................................................................... 13
2.4 Research Gap.......................................................................................................................... 20
2.5 Conceptual Framework ........................................................................................................... 20
2.6 Definitions of Variables .......................................................................................................... 21
CHAPTER 3................................................................................................................................... xxiv
RESEARCH METHODOLOGY .................................................................................................... xxiv
3.1 Research design .................................................................................................................... xxiv
3.2 Data collection procedure...................................................................................................... xxiv
3.3 Data analysis and methods .................................................................................................... xxiv
3.4 Size of the sample ................................................................................................................. xxiv
3.5 Data analysis and methods ..................................................................................................... xxv
3.6 Ethical consideration .............................................................................................................. xxv
3.7 Validity and Reliability statistics ............................................................................................ xxv
CHAPTER IV ................................................................................................................................ xxvi
RESULTS ...................................................................................................................................... xxvi
4.1 Introduction .......................................................................................................................... xxvi
4.2 Respondent’s Profile ............................................................................................................. xxvi
CHAPTER V ................................................................................................................................. xxxv
SUMMARY, DISCUSSIONS AND IMPLICATIONS ................................................................... xxxv
REFERENCES ........................................................................................................................... xxxviii
5
 6

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

7
 8

LIST OF ABBREVATIONS

lACM: Little Angels' College Of Management

KU: Kathmandu University

SD:Standard Deviation

SPSS:Statistical Package for the Social Science

 9

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
 10

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).
 11

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.
 12

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.
 13

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
 14

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.
 15

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.
 16

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
 17

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.
 18

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.
 19

(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,
 20

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
 21

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
 22

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).
 xxiii

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.
 xxiv

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.
 xxv

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
 xxvi

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.
 xxvii

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.

 xxviii

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

 xxix

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
 xxx

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.
 xxxi

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
 xxxii

Table 4.4

Correlation among the variables

PParticulars intrinsic reward supervisory development working attitude

support 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
supervisorysu Pearson
.545** 405** 1 .601** .646** .762**
pport Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 103 103 103 103 103 103
Pearson
development .478** 418** .601** 1 .565** .651**
Correlation
Sig. (2-
.000 .000 .000 .000 .000
tailed)
N 103 103 103 103 103 103
workingenvir Pearson
349** 471** .646** .565** 1 .660**
onment 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
 xxxiii

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.
 xxxiv

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

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

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.
 xxxvi

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
 xxxvii

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
 xxxviii

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..

REFERENCES

Adam's. (1965). equity theory. Retrieved from

https://www.mindtools.com/pages/article/newLDR_96.html
 xxxix

Akafo, V. (2015). EMPLOYEE SATISFACTION AND REWARD. European Journal of

Business and Management. Retrieved from
https://www.theseus.fi/bitstream/handle/10024/10979/Salanova_Anna_Kirmanen_Sa
nni.pdf

Bakotić, D. (2016). Relationship between job satisfaction and. Retrieved from

https://www.tandfonline.com/loi/rero20

Bandura. (1978). Retrieved from https://www.learning-theories.com/social-learning-theory-

bandura.html

bandura's. (1977). social learning theory. social learning theory.

Bandura's. (1977). Social learning theory. Retrieved from https://www.reference.com/world-

view/albert-bandura-s-social-learning-theory-47d0780c5dbe623f

Basett. (1994). shift from prodductivity to job satisfaction.

Bernstein, N. &. (2008). Wikispace. Retrieved from

https://wikispaces.psu.edu/display/PSYCH484/11.+Job+Satisfaction

Carpeter. (2009). work attitude. Retrieved from https://www.bustle.com/articles/154739-11-ways-to-

keep-a-positive-attitude-at-work-so-you-dont-have-to-feel-miserable

church, & judge. (2000). Job Satisfaction Overview. http://timothy-

judge.com/Job%20Satisfaction%20and%20Subjective%20Well-Being-
Judge%20&%20Klinger.pdf. Retrieved from
https://wikispaces.psu.edu/display/PSYCH484/11.+Job+Satisfaction

Fernandez. (2013). Retrieved from https://onlinelibrary.wiley.com/doi/abs/10.1111/puar.12049.

Heaslip . (2014).

Herzberg. (1968). Retrieved from https://www.managementstudyguide.com/herzbergs-theory-

motivation.htm

Herzberg. (1968). Retrieved from

https://wikispaces.psu.edu/display/PSYCH484/11.+Job+Satisfaction

Jain, D. M. (2013). A STUDY OF EMPLOYEES’ JOB SATISFACTION AND ITS. Journal of

Indian Research (ISSN: 2321-4155).
 xl

Jain, D. R. (2014). impact of work environment on job satisfaction. International Journal of Scientific
and Research Publications, Volume 4, Issue 1, January 2014.

Jayarathna. (2014). The effect of employee work related attitudes on employee job performance.
IOSR Journal of Business and Management (IOSR-JBM).

Kim, M. a. (2008). Retrieved from

http://www.welfareasia.org/5thconference/papers/Lee%20I_working%20condition%20on%2
0job%20satisfaction.pdf

Landy's. (1978). opponent process theory. Retrieved from

http://www.sicotests.com/psyarticle.asp?id=320

Locke. (1976). Retrieved from https://psychology.iresearchnet.com/social-psychology/social-

psychology-theories/self-discrepancy-theory/

Locke. (1976). Retrieved from https://smallbusiness.chron.com/motivate-employees-using-ea-lockes-

goalsetting-theory-24176.html

Locke. (1976). Retrieved from

https://www.sciencedirect.com/science/article/pii/0030507369900130

Locke. (1976). Range of affect theory. Retrieved from

https://ebrary.net/3005/management/models_satisfaction_affect_theory

Maslow. (1943). Retrieved from https://www.yourcoach.be/en/employee-motivation-

theories/maslow-hierarchy-of-needs-theory.php

Maslow. (1943). Retrieved from https://www.yourcoach.be/en/employee-motivation-

theories/maslow-hierarchy-of-needs-theory.php

Nash, B. a. (2008). Retrieved from

https://shodhganga.inflibnet.ac.in/bitstream/10603/90047/11/11_chapter%20iii.pdf

Nisa, I. (2014). International Journal of Managerial Studies and Research (IJMSR).

Parvin, M. M. (2015). job satisfacttion. Australian Journal of Business and Management Research.

Porter's, L. &. (1968). motivation theory. Retrieved from

 xli

http://www.yourarticlelibrary.com/entrepreneurship/motivation-entrepreneurship/porter-and-
lawler-model-of-motivation-with-diagram/53299

Riketta. (2008). work attitude. Retrieved from

https://www.scribd.com/document/240611695/2008-Riketta-Job-Satisfaction-Performance

S.RAJA. (2018). International Research Journal of Business and Management – IRJBM.

Singh, A. (2016). IOSR Journal of Dental and Medical Sciences (IOSR-JDMS).

Singh, J. K. (2013). A STUDY OF EMPLOYEES’ JOB SATISFACTION AND ITS. Journal of

Indian Research (ISSN: 2321-4155).

Srivastav, A. K. (2013). International Journal of Science and Research (IJSR).

srivastav, a. k. (2013). A Study on Employees Attitude Towards The. International Journal of Science
and Research (IJSR).

Susanty, M. a. (2013). European Journal of Business and Social Sciences, Vol. 1, No. 10, pp 15-24.

Susanty, M. a. (2013). European Journal of Business and Social Sciences, Vol. 1, No. 10, pp 15-24.

syptek. (1999). productivemployee. Retrieved from

https://wikispaces.psu.edu/display/PSYCH484/11.+Job+Satisfaction

Unutmaz, S. (2014). factors affecting job satisfaction. Retrieved from

http://etd.lib.metu.edu.tr/upload/12618253/index.pdf

Vroom's. (1964). motivation theory. Retrieved from https://www.yourcoach.be/en/employee-

motivation-theories/vroom-expectancy-motivation-theory.php
xlii