THE IMPACT OF COVID 19 PANDEMIC ON EMPLOYEE JOB SATISFACTION

COLLEGE OF BUSINESS, ARTS AND SOCIAL SCIENCES

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 Dissertation

THE IMPACT OF COVID-19 PANDEMIC ON EMPLOYEE JOB SATISFACTION IN

DEVELOPED NATIONS AS WELL AS DEVELOPING NATIONS

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Abstract
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How organization respond to disasters is influential in determining the level of satisfaction
among its employees. This study explores how the COVID-19 affected job satisfaction among
employees in in developing as well as developed nations. The study investigates the feelings of
workers across four developed countries, UK, New Zealand Canada and India, towards their jobs
during the pandemic. The fast-spreading nature of COVID-19 resulted in execution of several
measures to slow the rate of infection. Some of these measures had negative effects on the
economy and resulted in changes in the way different organization conduct their business. This
study aims to understand the effect of these measures on the general feelings of employees
towards their new model of working, specifically, this study uses the feelings towards payment,
mode of working, supervision, the opportunities for promotion and connections with other
employees to measure the level of satisfaction among the participants. The research focused on a
sample of 100 individuals from the above mentioned countries. The findings indicate a perceived
support among the different employees from their organization which presents minimal effect on
their job satisfaction.

Contents
Abstract.......................................................................................................................................................3

Declaration..................................................................................................................................................6

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Acknowledgements.....................................................................................................................................7

THE IMPACT OF COVID-19 PANDEMIC ON EMPLOYEE JOB SATISFACTION IN DEVELOPED NATIONS AS

WELL AS DEVELOPING NATIONS..................................................................................................................8

CHAPTER ONE: INTRODUCTION...................................................................................................................8

Introduction.................................................................................................................................................8

CHAPTER TWO: LITERATURE REVIEW....................................................................................................14

2.0 LITERATURE REVIEW............................................................................................................14

CHAPTER 3: METHODOLOGY.................................................................................................................28

3.1. Sample and Procedure................................................................................................................28

3.2 Scales...........................................................................................................................................28

3.3 Methodology................................................................................................................................29

3.4 Data Analysis Techniques...........................................................................................................29

CHAPTER 4: FINDINGS...........................................................................................................................30

4.1 socio-demographic features of participants..................................................................................30

4.2 The General feelings towards the Job..........................................................................................31

4.3 Feelings towards the individual income.......................................................................................32

4.4 Opportunities for promotion during the pandemic.......................................................................33

4.5. Level of Supervision...................................................................................................................34

4.6. Relationships with other employees............................................................................................35

CHAPTER 5: DISCUSSION, RECOMMENDATIONS AND CONCLUSION.....................................................38

5.1 Discussion...................................................................................................................................38

5.1 Theoretical Implications..............................................................................................................41

5.2 Practical implications...................................................................................................................41

5.3 Limitations and Future study.......................................................................................................43

5.4 CONCLUSION...................................................................................................................................44

References.................................................................................................................................................45
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Appendix...................................................................................................................................................51

Declaration

I declare that all the material presented in this project has been composed by myself and that it
has not been submitted elsewhere in application of any degree both in whole or part. I

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acknowledge that all materials used in this project are not my own and that I have a record of all
the research materials which can be produced upon request.

Acknowledgements

Acknowledgments
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This research would not have been a success without the contributions of my supervisor
________. I would like to extend my sincerest appreciation to my supervisor and the ethics
committee for their unending support and approval of this study. I am indebted to my family for
the ample time they gave throughout my research and specifically to my spouse______ who
helped with the kids while I was pre occupied with the research.

THE IMPACT OF COVID-19 PANDEMIC ON EMPLOYEE JOB SATISFACTION IN

DEVELOPED NATIONS AS WELL AS DEVELOPING NATIONS
CHAPTER ONE: INTRODUCTION

Introduction

The COVID-19 pandemic also known as the Corona Virus has greatly affected almost all
the sectors in world or global economy as well as the society. The present COVID-19 pandemic
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has quickly evolved into a global challenge which just like any other serious pandemic has
resulted in the weakening of health systems and costs of lives thus ultimately posing significant
risks to the world economy as well as security. It is without doubt that the COVID-19 pandemic
has had a great impact on the job satisfaction of employees in not only developed but also on the
developing nations as well (Sapta, MUAFI & SETINI, 2021). This is because majority of the
firms in the world have had great challenges during this pandemic because their operation and
production activities have been greatly limited and thus making them to face significant risks.
Job satisfaction is the measurement of an employee’s evaluation and cognition, emotional
experiences, and the mental status of their jobs together with all the associated facets or aspects.
During the COVID-19 pandemic, it was ascertained that the issue of job satisfaction among
employees in most of the sectors in the world was directly linked with the effectiveness and
implementation of the strategies for both the control and prevention of major crises.
According to the United Nations, the Corona Virus or COVID-19 pandemic was declared
by “World Health Association” or WHO as being a good example of a diverse, complex, as well
as interrelated problem associated with public problems (Treviño‐Reyna et al. 2021). The
COCID-19 pandemic has therefore been deemed as a health emergency whose social and
economic impacts have disrupted almost all aspects of human life for various groups in the
society. Indeed, individuals of almost all ages are greatly experiencing the impacts of the
COVID-19 pandemic through various ways. For employees, the occurrence of the COVID-19
pandemic has causes immeasurable risks in various places of their work thus ultimately affecting
their levels of job satisfaction.
The surge of the COVID-19 pandemic has seen many nations across the world start the
implementation of strict social guidelines on distancing and lockdowns that ultimately resulted in
the loss of jobs for some employees. On the other hand, essential employees or workers have
encountered new standard operating restrictions and procedures aimed at protecting both their
health as well as the well-being of the customers they serve (del Carmen Giménez-Espert et al.
2020). Most of the organizations have now moved workforces to telecommuting and temporary
“remote working” places as a result of the COVID-19 pandemic and this has greatly affected
their job satisfaction in both developed as well as developing countries. Indeed, the global
pandemic or the Corona Virus occurrences has forced majority of organizations to make drastic

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changes to their respective workplaces which has ultimately resulted in the disruption towards
the experiences of employees thus affecting their job satisfaction.
The satisfaction of employees at the workplace in both developed as well as developing
countries have been greatly affected as a result of various reasons attributed to the COVID-19
pandemic. The pandemic has had a significant impact on the engagement of employees and this
is attributed to deteriorating labour and economic conditions and changes at the place of work as
a result of the pandemic (Zhang et al. 2020). The pandemic has greatly affected the satisfaction
of employees through various ways and thus employees are also responding towards it in
different ways. For instance, it has been noted that some of the employees in both developed as
well as developing countries are living in fear of losing their jobs as well as having their physical
health affected as a result of the COVID-19 pandemic. It is quite obvious or evident that the
Corona Virus pandemic has indeed affected each and every aspect of employee life and it is
projected that it may continue having significant impacts on national businesses, economies, and
even on the personal health of employees thus resulting in both negative and positive impacts on
their job satisfaction.
It has been ascertained that the occurrence of the COVID-19 pandemic has made
majority of the employees in both developed and developing countries to work remotely. Some
employees asserted that working remotely has helped in the enhancement of their work
satisfaction since they argued that working remotely enabled them to ensure that they not only
effected work expectations but got more time to spend with their families through working from
home (Sadhna, Gupta & Rastogi, 2020). Indeed, some of the employees in developed and
developing countries asserted that they were even happier to have their job opportunities now
than before the outbreak of the COVID-pandemic. This is apart from overwhelming sentiments
asserting that leadership and management teams in most organizations are actually on the
appropriate track. This is because majority of the remote employees were confident that their
respective organizations were indeed making right decisions in managing them through work
environments in the wake of the pandemic.
The occurrence of the COVID-19 pandemic has implied that most of the employees in
both developed as well as developing countries are working remotely. In addition to that, it was
noted that there occurrence of the COVID-19 pandemic caused positive impacts on the job
satisfaction of employees because there was a slight increase in levels of their happiness

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(Hashim, Bakar, Noh & Mahyudin, 2020). This was because it was noted that despite of the
occurrence of the COVID-19 pandemic, majority of employees were quite happy with their jobs
and this ultimately helped in the enhancement of their job satisfaction in developed and
developing countries. This is unlike before the occurrence of the COVID-19 pandemic when
majority of the employees were not happy with their respective jobs. In essence, majority of the
employees are known to assert being happier in their respective job roles since the occurrence of
the COVID-19 pandemic as opposed to those who desired having different jobs.
On the other hand, it was noted that the occurrence of the COVID-19 pandemic has made
some employees in both developed as well as developing nations to lack the much desired job
satisfaction. This was because some of the employees are now finding it even harder to execute
their job responsibilities in an effective way as opposed to before the occurrence of the COVID-
19 pandemic (Salem, Elbaz, Elkhwesky & Ghazi, 2021). In order to ensure that such employees
achieved job satisfaction, some of the companies in both developed and developing countries in
the world have been forced to be creative and thus utilized new technologies aimed at making
such employees to become more productive at the workplace. Effects and implications of the
COVID-19 pandemic have forced instant changes at the place of work where some employees
were not ready to work by telecommuting (Cai et al. 2021). For instance, the mandate for
employees to work remotely coupled with their limited ability of travelling and meeting their
work colleagues at the workplace in person. As a result, the job satisfaction of such employees
has been greatly reduced because of the changes brought about as a result of the pandemic for
them to work remotely.
Organizations in both developed and developing nations which have not had the
capability of quickly reacting and changing their work models, operations, and even customer
service in order to meet the new government regulations imposed by governments have had their
employees lack the desired job satisfaction (Soto-Rubio, Giménez-Espert & Prado-Gascó, 2020).
The inability of such organizations in implementing viable change management strategies at their
respective workplaces has therefore resulted in negative impacts among their employees which
has ultimately reduced their job satisfaction. In essence, this can definitely result in the negative
impacts as well as job difficulty or the perceived difficulty among employees.
Under ordinary circumstances or situations, it was ascertained levels of happiness among
employees within various job positions usually depended on various factors. However, since the

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onset of the Corona Virus pandemic, most employees have had to clearly reflect on various
aspects associated with their employment (Feng & Savani, 2020). Majority of employees in
developed and developing countries are working remotely and this is the reason why there has
been a slight increase in levels of employee happiness since the occurrence of this pandemic. On
the other hand, professionals argue that the occurrence of the COVID-19 pandemic has made
their working circumstances to become even harder and complex and therefore needed more
support from their respective organizations so that they become more effective.
The setting of new records by the COVID-19 pandemic has taken a great toll on
employees and the workforce in general who play an important role in the social and economic
growth of both developed as well as developing nations across the world (Ali et al. 2021). While
some of the workers assert to be negatively impacted by the occurrence of the COVID-19
pandemic that has made them encounter difficult periods, others assert that they have been
capable of achieving job satisfaction as a result from doing their tasks at the comfort of their
home and achieving a balance.
For some of the employees, their job satisfaction has been greatly reduced as a result of
the COVID-19 pandemic and this is because the nature of their job positions put them directly at
risk of contracting this dangerous disease or pandemic (Ali, Naoreen, Iqbal & Jalal, 2021).
However, the fact that some employees have contracted the COVID-19 pandemic while outside
their workplaces leaves a lot of questions as to whether working from home is the best thing that
can make employees to attain job satisfaction. This is the work of assertions by some of the desk-
less employees who asserted that they had actually contracted the COVID-19 pandemic due to
working from outside their respective offices. The fact that some of the employees asserted that
they were not capable of delivering a similar rate of customer service the way they did before the
pandemic struck is an indicator that the employee job satisfaction rates have reduced in
developed and developing countries (Gorgenyi-Hegyes, Nathan & Fekete-Farkas, 2021).
However, both the desk-less and desk-based employees asserted that the major reasons as to why
their duties or job responsibilities were more difficult was due to the long working hours and not
as a result of the occurrence of the Corona Virus pandemic.
Regardless of whether firms in both developed and developing countries had their
employees working from the office or from the fields, it was important that they addressed all
major concerns aimed at addressing or protecting the general health of their employees. This was

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quite important because it helped in increasing the rates of employee satisfaction in their
respective job positions (Bajrami et al. 2021). For instance, it was prudent that firms based in
both developed and developing countries should have accountability as well as equipment for
personal protection to ensure that employees worked without being worried of contacting the
COVID-19 pandemic. That apart, it is also important that employees should follow all the
appropriate safety procedures as well as embrace contact technologies which should be fully
incorporated into their respective workflow (Irawanto, Novianti & Roz, 2021). This is quite true
since majority of the employees will become optimistic and confident about their respective jobs
whenever appropriate actions were taken by their employers in order to protect them against the
COVID-19 pandemic. This is quite important as it will ultimately help such employees to
achieve the desired job satisfaction at their respective places of work.
There are various reasons that could make employees to become optimistic about their
jobs and thus attain job satisfaction in both developed as well as developing nations. For
instance, the investment in technologies by employers which make the duties easier for
employees in the wake of the COVID-19 pandemic will quite ultimately be helpful in enhanced
employee job satisfaction in developed and developing nations (Nemteanu, Dinu & Dabija,
2021). Positive economic outlooks for the sectors in which employees worked coupled with
signs that the firm was both recovering as well as hiring more staff could ultimately make the
employees to attain job satisfaction as their places of work.

Statement of the problem

It was noted that despite majority of the studies dealing with the issue of the COVID-19
in only health aspects, it was unfortunate that fewer studies have been carried out to ascertain the
impact of this pandemic on employee job satisfaction in developed and developing countries
(Chanana, 2021). It is therefore highly anticipated that this study will be helpful to various
organizations across the world in determining both the negative and positive impacts of the
COVID-19 pandemic on job satisfaction in both the developed and the developing countries
across the world. It is also highly anticipated that the study will be helpful as a source of
secondary research information to future researchers who would want to conduct a similar study
regarding this topic.

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Research Questions

 How has COVID-19 affected overall employees’ feeling towards their jobs during the
pandemic
 How has the pandemic prevention measures affected employee’s feelings towards their
wages?
 How has the Pandemic affected the employee satisfaction in terms of their opportunities
for promotion?
 How has the Pandemic affected the employees’ interactions with colleagues and their
supervisors?

Research Objectives

 To determine the both the positive and negative impacts of the COVID-19 pandemic on
the employee feelings towards their job
 To unveil the impacts of the COVID-19 pandemics on the level of employee satisfaction
towards their income
 To investigate the effects of the pandemic on the employee satisfaction towards their
opportunities for promotion
 To analyze the overall satisfaction of employees during the COVID-19 pandemic
regarding the level of supervision and their interpersonal connections with colleagues

CHAPTER TWO: LITERATURE REVIEW

2.0 LITERATURE REVIEW

2.1 Introduction
The purpose of this study was to explore the experiences of employees from different
sectors, and the impact of these experiences on job satisfaction. The study is informed by the
Einstein’s organizational support theory, and the Herzberg’s two factor theory. This section of
the study examines existing literature regarding job satisfaction during crises.

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2.2 Theoretical Foundation

2.2.1 Organizational support theory

Employees form perception that the organization values their input in the firm. Once
employees have these perception they are motivated and increases their job satisfaction. Once
employees have confidence that the firm administration values their work, it boost their
obligations towards the firm to reciprocate the perceived support (Kurtessis 2017). According to
Eisenberg, Organizational support is a product of provision of favorable treatment from the firm.
In this regard, an organization is morally obligated to provide benefits for the employees which
have relevance at the specific time (Eisenberg et al 1986).

2.2.2 Herzberg’s Two-Factor Theory

Motivation factors and hygiene factors in the organization have significant impact on the
employee job satisfaction. Motivational factors in employment include supportive supervision,
acknowledgement of employee achievements, opportunities for promotion and career growth,
and interests in the vocation. Hygienic factors include job security, adequate salary and
satisfactory supervision. An organization that effectively combines both hygienic and
motivational factors motivates its employees who in return portray improved performance free
from strikes and unending complains (Herzberg et al., 1959). The two factors provide an
excellent basis upon which employee job satisfaction can be measured.

2.3. Literature Review of Key Concepts

2.3.1 COVID-19 in Developed Countries

The occurrence of the COVID-19 pandemic or the Corona virus as it is popularly known is
known to have upended the lives of lots of employees in both developed and developing
countries across the world. This is because the unfolding of this pandemic as well as the
occurrence of social distancing as a containment measure not only resulted in employees losing
their jobs but also resulted in loss of jobs for some of them while the remaining ones were faced
with job insecurities. Within a very short time frame, employees in both developed as well as
developing countries started to tele-work for the very first time because of the COVID-19
pandemic (Yazdanirad et al. 2021). The shift in the working schedule of employees thus had a
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great impact on the Work-family conflicts because of incompatibility between not only work and
family but also in enrichment as a result of positive spillovers between family and work. All
these are known to have a significant impact on the behavior and attitudes of employees thus
resulted in both positive and negative impacts on the job satisfaction of employees in both
developed as well as developing countries. This thus saw that there was dire need for
organizations across the world to have a critical identification of the factors which affected the
transitions in the work and family interface especially during the pandemic as well as
implications that they had on the employee behavior and attitudes.
According to another study, it was ascertained that the occurrence of the COVID-19 pandemic
had different impacts on the job satisfaction among employees in both the developed as well as
the developing countries (Nyanga & Chindanya, 2020). This was because while some of the
employees fared worst through an increase in conflicts and lesser enrichment, it was ascertained
that some others fared even better during the COVID-19 pandemic and this was due to reduction
in conflicts and greater enrichments. It was ascertained that this was highly based on the work
and personal factors which predicted changes to the interface of work family relationships after
the onset of the pandemic. These were highly based on the behaviors and attitudes of individuals
in the wake of the pandemic. It was revealed that employees who were duly supported by their
employers during the COVID-19 pandemic were more highly to attain job satisfaction as
opposed to those who were not supported by their employers. It was noted that employees
encountered lower job satisfaction in both developed and developing countries in circumstances
where their employers left them to struggle in the management of the work family interface and
relationships during the COVID-19 pandemic (Wang et al. 2020). The impact that the COVID-
19 pandemic has on the employee job satisfaction was highly based on how such employees
coped with stressors.

2.3.2 Mental effects of the Pandemic

Stress caused as a result of the COVID-19 pandemic among employees in both developed as
well as developing countries was highly based on cognitive appraisals. This implied that the
extent of such stress was depended on how on how such employees viewed the stressors and how
they responded to them. Such responses thus highly determined whether such employees gained
positive or negative impacts on the job satisfaction of such employees. It was noted that

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employees in both developed and developing countries has various strategies that they used in
order to effectively cope with a variety of crisis events, the COVID-19 pandemic included
(Hydari et al. 2021). This ultimately affected the impact that the pandemic had on the job
satisfaction of such employees. For instance, it was noted that the “problem-focused” coping
strategy was an active way that can be used by employees in order to either remove or reduce
stressors using the cost benefit analysis, time management, and even through problem solving.
However, this was noted to be negatively associated with work family conflicts and on the other
hand related positively to cross domain enrichments and role engagements. It was therefore
ascertained that employees who were higher in aspects of “problem focused coping” were more
likely to stay or transition in beneficial profiles as opposed to those who did not. As a result, this
implied that such employees had higher probabilities of attaining job satisfactions in the wake of
the COVID-19 pandemic as opposed to those who did not.
It was ascertained that the COVID 19 pandemic has resulted in negative impacts on employees
in both the developed as well as the developing countries because it causes a direct negative
health related impacts on employees. This is because apart from resulting into an increase in
absenteeism rates, the occurrence of the pandemic has also resulted in a reduction in productivity
as well as an increase in health care costs for employees in both the developed and developed
countries (Alshahrani, 2020). This has resulted in a reduction in their rates of job satisfaction. It
was noted that job satisfaction was indeed a valuable and important work related resource in
each and every organization in the modern world. As a result, it was argued that even though
increased or sustained job satisfaction at the work place can result in resource gains, the
occurrence of the COVID-19 pandemic in both the developed as well as developing countries
has resulted in reciprocal impacts. This has ultimately negatively influenced the job satisfaction
due to a loss in the organizational valuable resources. This is because the occurrence of the
COVID-19 pandemic in both developed as well as developing nations has resulted in both
physical and mental health problems among employees thus resulting in a reduction in their job
satisfaction.

2.3.3 Transcending Perspectives on Job satisfaction

According to one of the study, it was ascertained that low job satisfaction among employees not
only resulted in the exhaustion of resources that prevented resource gains but also asserted that

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the issue of job satisfaction was positively correlated with both physical health as well as the
general “mental health” among employees (Lakawat, 2021). According to the study, it was
ascertained that the issue of income or pay highly affected the level of job satisfaction among
employees and therefore the occurrence of the COVID-19 pandemic has resulted in reduction of
income or salaries for some employees in both developed as well as developing countries.
Employees who have had their salaries and income reduced as a result of the COVID-19
pandemic have therefore had their job satisfaction reduced as well. The satisfaction of
employees, the study noted, highly affected not only their productivity and organizational
commitment, but also affected their innovation, creativity, and turnover. A negative impact on
the employees thus ultimately resulted in the reduction of their job satisfaction due to the
negative impacts that are attributed to the COVID-19 pandemic (Lindström, 2021). This is
because employees achieved higher rates of job satisfaction in both developed and developing
nations only if they attained higher payments. The occurrence of the COVID-19 pandemic, it
was noted, resulted in the reduction of salaries or pay for some of the employees in both
developed and developing nations thus ultimately resulting in negative effects on their job
satisfaction.
The Corona Virus pandemic has affected the payments given to employees in both developed
and developing countries and this has ultimately resulted in low rates in their job satisfaction.
This is quite true since the pay of employees had a significant and positive effect on both the pay
and job satisfaction in all aspects. This was a clear indicator that the issue of pay indeed had a
positive effect on the job satisfaction of employees and therefore the occurrence of the COVID-
19 pandemic had indeed greatly affected employees in both the developed as well as developing
countries (Primahendra, Sumbogo & Lensun, 2020). The reduction of employees’ pay as a result
of the COVID-19 pandemic in both the developed as well as the developing countries was one of
the greatest factors that has greatly affected the satisfaction of employees in the contemporary
world. According to this study, job satisfaction was defined as being a positive or pleasurable
state that emanated from the appraisal of employees’ jobs or their job experiences. In addition to
that, the study noted that the issue of employee satisfaction was indeed a common issue and
concern among companies in both the developed as well as developing countries. The issue of
job satisfaction was thus a stimulating study topic since the emotional state of employees was an
essential factor in the lives of employees (Dokunmu et al. 2021). That apart, it was noted that the

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occurrence of the COVID-19 pandemic had greatly affected the motivation of employees in both
developed and developing countries. This was attributed to the fact that employee satisfaction
was also highly affected as a result of “employee- coworker” relationships and therefore
restrictions put in place that make employees work from the comfort of their homes has also
greatly affected their job satisfaction.
Employee satisfaction was also affected as a result of the “employee-organization” relationship
and thus the occurrence of the COVID-19 has greatly affected the manner in which organizations
in the modern world interact with their employees and this has resulted in both the positive as
well as negative impacts on their job satisfaction. This is because the pandemic has made
organizations and companies in some of the developed and developing countries to work from
the comfort of their homes and this has affected their job satisfaction. This is because employee
supervision has become complex and this has not only affected the productivity and profitability
of organizations across the world but also affected the job satisfaction in such organizations
(Khawaja, 2020). This is further attributed to the fact that the extent to which supervisors
delegates as well as gives autonomy to the organizational employees highly influenced the
assessment of jobs by such employees hence their job satisfaction. It was ascertained that
majority of the employees in the contemporary world in both developed as well as developing
countries divided their lives between family and work. As a result, the occurrence of the
COVID-19 pandemic has resulted organizations to respond to the “Work-Family” or WF
conflicts which have ultimately influenced the attitudes of employees towards their respective
jobs.
It was argued that the occurrence of the COVID-19 pandemic in both developed as well as
developing countries has altered the relationship between organizations and their employees to
the better and this has ultimately helped in the enhancement of their job satisfaction (Ali,
Naoreen, Iqbal & Jalal, 2021). On the other hand, it was also ascertained that there was indeed a
consistent “negative relationship” that prevailed between work-family conflicts and job life
satisfactions. The occurrence of the COVID-19 pandemic has resulted in failure by
organizational supervisors to effectively and positively impact on their juniors due to working
from home. As a result, it was noted that the occurrence of this pandemic has greatly affected the
extent and rate at which supervisors provided supported and encouragement regarding the way
that employees work in organizations. The study noted that there was dire need for the promotion

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of supportive work environments as well as sufficient supervisor support since this highly helped
in enhancing the perceptions and attitudes of employees towards work and thus helped enhance
their job satisfaction (Dang & Hong, 2020). The working from home by employees as a result of
the COVID-19 pandemic thus ultimately denies organizations in developed and developing
countries good opportunities for employees to be given adequate support and encouragement
from their supervisors. As a result, this ultimately reduces their rates of job satisfaction. This is
quite true since it was ascertained that the work-family enrichments fully helped in mediating the
relationship between job satisfaction as well as both supervisor and even organizational support.
According to one of the studies, it was ascertained that the occurrence of the COVID-19
pandemic in both developed as well as developing countries has resulted in the development of
autonomy among employees at their workplace. Autonomy is defined as being an extent in
which organizational employees can both structure as well as control regarding when and how
they should execute their respective jobs (Jeyavani, Nizreen, Karima & Sabrin, 2021). The
corona virus pandemic has made some of the employees in both developed and developing
countries to work from their homes and thus making their jobs to become highly autonomous. It
was ascertained that jobs which were highly autonomous increase both the job satisfaction and
performance of employees thus creating a positive impact. However, it was argued that that the
working from home by employees as a result of the COVID -19 pandemic in both developed and
developing country has resulted in the killing of team work and the team spirit which has
resulted in the lowering of job satisfaction among employees. This was because teamwork is
helpful in that it helped in the involvement of the cooperation between the interdependent groups
in the organization in order to achieve positive outcomes and also create positive relationships
between workers and their colleagues (Singh & Mishra, 2020). The severing of this teamwork
spirit as a result of the Corona Virus or COVID-19 pandemic could therefore have a negative
impact on employees’ job satisfaction in both developed as well as developing nations. It was
further argued that the use of work teams were capable of generating greater returns as opposed
to instances where the COVID-19 containment measures required individuals to work on their
own and thus ultimately resulting in poor employee job satisfaction.
It was ascertained that COVID-19 pandemic has resulted in negative impacts on the employee
satisfaction because of denying employees a wide range of benefits which could only be acquired
when they worked together as a team (Ali et al. 2021). For instance, it was noted that

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collaboration and communication in teams, the sharing of knowledge and information, and the
prioritization of groups over the individual outcomes were essential teamwork features that
enhanced the general benefits of working together as a team. However, due to the COVID-19
pandemic which has forced some of the employees to telecommute, this has greatly affected
employee satisfaction in a negative way. It was asserted that at most times than not, majority of
employees in both developed and developing countries could easily achieve job satisfaction only
when they worked together as a team as opposed to when they worked individually at the
comfort of their homes (Ibrahim, 2020). As a result, the COVID-19 pandemic has resulted in
negative impacts in that it has become completely difficult for individuals or employees who are
used to working in teams to achieve job satisfaction in both developed and developing countries .
This, it was argued, was because the issue of job enrichment can actually emanate as a result of
team work thus explaining the association or relationship between job satisfaction and team
work.
The working from home as a result of the occurrence of the COVID-19 pandemic in both
developed as well as developing countries made it quite difficult for the implementation of work
policies which are responsible for the promotion of employee initiatives that can easily help in
the fostering of higher autonomy. As a result, it has become difficult for such employees to attain
the desired job satisfaction at their respective places of work since the COVID-19 containment
measures restricts individuals against working next to each other and instead people are required
to keep social distance (Faris, Aktaviana, Firmansyah & Apriliani, 2021). This has caused a
major negative impact on employees in their guest to attain job satisfaction and resulted in lesser
productivity and productivity on organizations in general. All in all, the study indicated that the
issue of job satisfaction actually stood as an emotion which involved a general evaluation of an
individual in regard to their respective work environments. It was therefore ascertained that
unlike before, the issue of job satisfaction among employees in both developed and developing
countries has been greatly affected as a result of the COVID-19 pandemic. This is quite true
since despite of family engagements, employees were still capable of achieving job satisfaction
in an easier way through working with others and balancing their family engagements.
It was noted that the occurrence of the COVID-19 pandemic in both the developed as well as
developing countries has resulted in negative impacts as far as the issue of job satisfaction
among employees were concerned. This is because it has become complex for employees in both

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developed and developing nations to achieve higher levels of organizational identification and
teamwork (Mwita, 2020). As a result, this has negatively resulted in negative impacts on the
employees and thus ultimately made it difficult for them to attain job satisfaction at their
respective places of work.
According to one of the research studies, it was ascertained that a compensatory model indicated
that employees who had routinely boring jobs will ultimately seek out for challenging as well as
interesting non-work activities hence making the relationship or association between job or work
and life satisfaction to become negative. On the other hand, it was ascertained that the spillover
model suggested that there was a positive relationship that prevailed between the aspects of job
or work and life satisfaction. This was because in one domain, the issue of satisfaction in an
individual’s life should actually spill into other fields. The psychological well being also known
as the PSW was greatly associated or linked with job performance and therefore the occurrence
of the Corona Virus pandemic in organizations affected the PWB of employees and resulted in
the reduction of the employee satisfaction. It is on this accord the morale and job satisfaction of
employees has been greatly affected (Rastogi & Dhingra, 2020). It was further ascertained that
the issue of job satisfaction as well as the “psychological well-being” served as being the
“operalizations of employee happiness”. The occurrence of the COVID-19 pandemic has
affected the wellbeing of employees in both positive and negative ways since the relationship
that prevails between the issue of employees’ job satisfaction as well as job performance was
highly moderated as a result of the well-being of employees.
According to one of the studies, it was ascertained that employees in both the developed as well
as the developing countries gave encountered immense changes in not only their work but also in
their respective family roles as a result of the Corona Virus pandemic (Sadhna, Gupta & Rastogi,
2020). However, the study noted that applied psychologists as well as scholar have limited
comprehensions regarding how the experiences of employees in both work and family conflicts
as well as enrichments have been duly affected as a result of the Covid-19 pandemic and what
should be done by organizations in order to ensure that there is enhanced functioning during the
pandemic. The study further noted that employees were more likely to undergo negative
transitions in situations where they had higher preferences in segmentation, were more engaged
or involved in the “emotion focused coping”, encountered higher techno stress, and even had
lesser compassionate supervisors (Ashraf, Latif, Khan & Jabbar, 2020). In line with that, it was

21
further noted that negative transitions were also highly associated or linked with the “negative
employee” consequences during the COVID-19 pandemic such as lower job performance and
job satisfaction and even higher turnover rates. The job satisfaction of employees during the
corona virus pandemic is thus dependent on a wide range of factors.
In the contemporary setup of industries, it was ascertained that there was a shift especially in
relation with the global Covid-19 pandemic. As a result, the organizational commitment at the
place of work has therefore become a major connection in the involvement of employees to their
organizations. As a result, it was noted that employees who were committed to their respective
organizations felt great associations with such organizations since apart from making them feel
that they effectively fitted in such organizations, they also felt that they properly recognized the
respective objectives of such organizations (Mahmoud et al. 2021). The occurrence of the
COVID-19 pandemic has on one hand made it possible for committed organizational employees
to become determined in their respective works and thus depict higher productivity and
efficiency. It is such commitment that some employees in both the developed as well as
developing countries become involved with their respective organizations and thus achieve
higher rates of employee satisfaction.
It was noted that organizational employees in both developed and developing countries who
achieved higher job satisfactions was because they not only highly believed in their
organizations and accepted the values and goals of their organizations but also because they had
the readiness of employing considerable efforts. In addition to that, this was because employees
who achieved job satisfaction at their workplaces had positive aspirations that enabled them to
continue with the goals and objectives of their organizations (Dimitriou, 2020). Employees who
achieved job satisfaction in both developed and developing countries embraced psychological
states that had three major dimensions namely normative, affective and even continuance
commitments which affected the manner in which organizational employees felt regarding
organizations that they worked for.
The occurrence of the COVID-19 pandemic has numerous implications on the employees’ job
satisfaction in various employees in both the developed and developing countries. This was quite
true since it was established that the occurrence of the COVID-19 pandemic had indeed affected
the attitude of employees towards their respective works. It was thus ascertained that the
occurrence of COVID-19 pandemic in both the developed and developing countries affected the

22
job satisfaction of employees especially those working in the Small and Medium Enterprises or
SMEs in various ways (Dorta-Afonso, González-de-la-Rosa, García-Rodríguez & Romero-
Domínguez, 2021). This is because the pandemic led to not only a decrease in the salaries of
employees but also had a negative impact on the job security and employment opportunities. It
was further ascertained that the occurrence of the COVID-19 pandemic in both developed as
well as developing countries increased stress among employees who were fearful of contracting
the deadly virus and thus propelled poor working conditions for employees working in the
SMEs. Employees could therefore only have higher rates of job satisfaction in their respective
places of work if their employers showed efforts of having them duly protected from contracting
this disease (Ardi, Mharchelya & Ifdil, 2021). Such efforts that could increase the confidence of
employees in both developed and developing countries and ultimately make them attain higher
rates of job satisfaction included but not limited to being given risk allowances, the creation of
safe working environments, provision of personal “protective equipment to employees” and even
through application of flexible “work arrangements”.
It is no secret that the occurrence of the COVID-19 pandemic in both developed as well as
developing countries has resulted in not only the destabilization of business entities across the
world but also resulted in untold suffering among employees which has led to low employee job
satisfaction. According to a wide range of studies as well as the international labour
organizations, it was ascertained that the occurrence of the COVID-19 pandemic has led to
serious and complex operational challenges for a wide range of organizations in both developed
as well as developing countries (Abdin & Kumar, 2020). This is because the pandemic has made
countries across the world to put in place numerous restrictions especially on the movement of
individuals in and outside their respective places of work. These restrictions have therefore
greatly affected job satisfaction which is one of the essential factors of not only organizational
performance but also in survival needs and growth which needs to be regularly monitored and
checked by all and sundry.
The influence of the Corona Virus contagion has had a lot of impacts on the satisfaction of
employees in both developed as well as developing countries due to various reasons. This is
because the pandemic has indeed resulted in a wide range of serious and negative effects on
supply of the countries’ labour forces as well as service conditions. It was further noted that the
negative impacts of the COVID-19 pandemic were known to be more severe among young

23
employees and more so those that had “wobbly labour relationships” (Nurhayati, 2021).
Available evidence thus depicts that there was dire need for organizational employers to quickly
respond as well as effectively address the impacts that this pandemic has on the employee work
satisfaction.

2.3.4 Work place changes during the Pandemic

It was noted that the COVID-19 pandemic which is known to have hit the world during the early
2020 altered the way in which people lived and worked and thus affected almost all
organizations and sectors across the world. This has made many organizations in both developed
and developing countries to start delivering new ways of working that will make it easier for
them to effectively adapt to shifts through working from home or teleworking policies
(Mahmoud et al. 2021). The impact of the COVID-19 pandemic has resulted to many scholars to
carrying out studies regarding the aspect of job satisfaction among employees as they worked
from home due to work stress and work life balances. According to one of the study, it was noted
that working from home by employees, work stress, and home life balances have an immense
impact indirectly and directly on job satisfaction. For instance, it was ascertained that the
working from home by employees in Indonesia as a “new pace of work” is capable of sustaining
job satisfaction because of the present working atmosphere. The study further noted that working
from home can indeed be a positive sign which needs to be given consideration by all
organizations across the world so that employees attain the much needed job satisfaction.
One of the greatest changes that have affected the workplace due to the occurrence of the
COVID-19 pandemic is telecommuting, teleworking, or simply put the working from home work
policy in both the developed as well as the developing countries. The occurrence of the COVID-
19 pandemic made the World Health Organization or the WHO to state that organizations and
governments should put in place new work innovations that could help in the prevention of
viruses as well as find viable solutions that could make it possible for employees to execute their
duties effectively while also finding work satisfaction (Dimitriou, 2020). This implied that they
were supposed to come up with flexible working conditions or approaches that were not
constrained by not only place and time but also in the form of technical communications as well
as in the using of information. This made the working from home by employees to become
inevitable but the COVID-19 pandemic ultimately turned this into an essential compulsion. This

24
altered the manner in which not only organizations in developed and developing countries
worked but also changed the relationship between employers and their employees (Abdulraheem,
Zekeri & Adeoye, 2021). It is highly speculated that even though the pandemic may ultimately
come to an end, the present “global job norms” may continue hence necessitating the need for
the best strategies that will make it possible for employees to attain the much needed job
satisfaction at their places of work.
The way in which organizations in developed and developing countries work in the aspects of
both personal and work issues of their employees highly determines whether such employees
achieve work satisfaction or not. However, it was ascertained that even though working from
employees had some potential advantages or benefits in that it enabled them to easily achieve job
satisfaction, there are other risks that were involved as well. All in all, it was ascertained that the
working from home by employees had a positive impact on the employees in the attainment of
job satisfaction due to numerous reasons (Dorta-Afonso et al. 2021). For instance, it was noted
that the working from home was regarded as the best way of increasing the individual work
balance and this is because it provided employees with an opportunity to work from the comfort
of their homes while also taking good care of their family members. In addition to that, it was
also studied that the working from home provided effective ways for employees to enhance their
quality of lives, happiness, working satisfaction, and even opened room to creativity that
ultimately resulted in innovation.
According to research, it was ascertained that the occurrence of the COVID-19 pandemic in
developed and developing countries has made the issue of telecommuting to rise in its popularity
and it is even expected that is prone to double on a yearly basis. The corona virus pandemic, it
was argued has resulted in an increase in job satisfaction among employees in developed and
developing countries because of telecommuting. According to scholars, it was argued that
telecommuting greatly increased the performance of employees, reduced the work-family
imbalances, resulted in the reduction of the stress levels, and even resulted in the reduction of the
turnover intentions (Ardi, Mharchelya & Ifdil, 2021). However, it was noted that employees
could only attain job satisfactions while working from home when several conditions were met
such as ensuring that they obtained the relevant managerial support or help, accorded
technological support, and also got peer support and encouragement. The support that is given to
employees when working from home was helpful in the reduction of any potential negative

25
impacts that arose due to social isolation and ultimately helped in the mitigation of any conflicts
that can emanate from work-life and work-family issues. In addition to that, the occurrence of
the Corona Virus pandemic in both developed as well as developing countries helped employees
to easily attain their job satisfactions due to striking balances at work and at home.
The working from home due to the emergence of the COVID-19 pandemic in both developed
and developing countries was beneficial in the attainment of job satisfaction among employees.
This was because the working from home provided employees with more flexibility for
employees to effectively deal with and address any emerging family issues since they can
actually work from anywhere. This helped in the achievement of job satisfaction by such
employees because it helped in the strengthening of family environments through giving
employees an opportunity to harmonize the autonomies of time management as well as in their
job and personal duties (Abdin & Kumar, 2020). The COVID-19 pandemic has made it possible
for workers or employees to establish their own rhythms as well as remove any of the
distractions that could have come from their peers and this ultimately makes them to achieve job
satisfaction with ease. In addition to that, it was ascertained that the absence of an instant
overseer as well as less formal supervisors or managers at the workplace helped in the reduction
of employee stress whole working thus ultimately helping them achieve job satisfaction
(Nurhayati, 2021). The COVID-19 pandemic occurrence in both the developed as well as
developing countries helped in the elimination of organizational and individual burdens of
absenteeism since it made it possible for the fulfillment or attainment of job obligations on the
part of employees even during periods of difficulties in reaching their workplaces and the
accomplishment of responsibilities. Such benefits are crucial during these times of the pandemic
because it resulted in even greater commitment and loyalty to an organization, enhance the well-
being and work-balance of employees hence helping them to achieve work or job satisfaction
(Solanki, 2020). On the other hand, it was noted that the side effects as well as risks which need
to be given consideration whenever introducing aspects of telecommuting like social isolation
and keeping of social distance can indeed be a serious problem which can cause employees to
become detached and thus resulting in reduced performances and motivations.

26
 CHAPTER 3: METHODOLOGY

3.1. Sample and Procedure.

This study assess the level of job satisfaction among different working people around the world
during the coronavirus pandemic. The research will help to understand the employee’s feeling
about the work and workplace in regards to the numerous changes made in response to the
pandemic. The research uses quantitative measures to measure the level of employee satisfaction
in the workplace. Participants for this study were recruited on social media through Facebook,
twitter and linked in. the online survey targeted persons above the age of eighteen and working
in a company within Canada, India, United Kingdom and New Zealand. They were required to
fill out a 72 parts Questionnaire divided into five main parts which questioned their feelings
about their jobs in terms of fairness, adequacy of payment, incentives and opportunities for
career progression within the job. The calculated minimal sample size was 100 and not limited
on the number per each of the target countries.

3.2 Scales

The study uses a nominal scale, enabled by the “yes” or “no” questions in the questionnaire. The
respondent indicate their level of satisfaction to the 72 components of the questionnaire by
simply stating “YES” or “NO”. The validity of such a scale has been supported by the extensive
existing literature. The question in the questionnaire avoid along answers for the purpose of ease
of analyzing and to avoid ambiguity. For instance the question on the adequacy of the
employee’s income, can only be answered in a fixed answer to avoid ambiguity. Job satisfaction

27
was measured as the employees’ feeling towards the job. Therefore, several expressions such as
fascinating, routine, boring, rewarding, dull, fair and frequent promotions were used to describe
the level of an employee’s satisfaction in their jobs.

3.3 Methodology

Appropriate indicators of the variables being tested were developed prior to the formation of the
questionnaire and were in line with the objectives of the research. The data was treated to central
tendency for each condition in of the five tenets of the questionnaire. The frequency of
occurrence of each answer “yes” “no” or “?” were calculated as percentages of the total
respondents for analysis. Job satisfaction was measured using the 5- item nominal scale as
developed by Bowling & Hammond, (2008).
The survey first examined the level of satisfaction in terms of individual feelings towards their
work. In this case adjectives such as “boring” “good” “fascinating” and “rewarding” were used
to express the employee’s feeling towards their job. The second tenet tested their feelings
towards their individual payments. In which case conditions such as “enough to live on,”
“underpaid,” “bad,” “fair,” “well paid,” and “comfortable” were used to express satisfaction in
the income. The third tenet tested the opportunities for growth or promotion in the present job.
This was describes as “dead-end,” “good opportunity for promotion,” “promotion on ability and
“very limited.” The fourth section questions the employee’s satisfaction with their supervision in
which adjectives such as “supportive,” “hard to please,” “tactful,” “up-to date,” and “influential”
were used to describe it. Finally, this study tested the individual’s connections with other
employees within their work place.

3.4 Data Analysis Techniques

The data collected was organized and scrutinized to avoid incompleteness and methodological
biases. The first step was to enter the data into a computer using the Microsoft excel application
for analysis Secondly the data was analyzed and using descriptive statistics such as frequencies,
percentages and averages.
3.5. Ethical Considerations
This study was approved by the faculty of social sciences in the University research ethics
committee. The research adhered to the ethical conduct as instructed by the research ethics

28
committee. All respondents were given an outline of the research objectives before answering the
questions. Additionally anonymity of their identities was assured on the survey questionnaire.

CHAPTER 4: FINDINGS

4.1 socio-demographic features of participants

A total of 100 respondents were included in this study. Majority as self-identified on the
questionnaire were male (n= 55) while female were (n=45).Most of the participants were within
the under 25 age bracket (27 %). All respondents were from developing and developed countries
specifically, United Kingdom, India, New Zealand and Canada. Majority of the participants were
Canadians (47%) the rest were unevenly distributed among India (31%) UK (12%) and New
Zealand (10%). All participants were employed during the pandemic and during the time of this
research. Table 4.1.1 shows the socio-demographic characteristics of the research respondents.
Variable Frequency Percent
Age
Under 25 27 20
25-34 32 32
35-44 24 24
54+ 17 17
Country of work
Canada 47 47
India 31 31
UK 12 12
New Zealand 10 10
Gender
Male 55 55
Female 45 45
Table 4.1.1 Participants demographic information.

29
4.2 The General feelings towards the Job

Generally, there was a general agreement among the participants that they are satisfied with their
jobs during the pandemic. In this category the combination of the positive feelings toward the job
were used together to indicate job satisfaction. Findings of this study indicate that 47% of the
respondents found their job Fascinating, 51% Routine, 56% satisfying, 22% boring, 38%
satisfying, 41% gives sense of accomplishment, 72% respected, 81% useful while 28% find it
uninteresting. Each element was measured individually and was not treated as function of the
other therefore there was an opportunity to measure intermediate feelings between satisfied and
dissatisfied persons. Table 4.2.1 shows the calculated percentages of the respondent’s feelings
towards their jobs.
Dimension N (%) Element N(%)
Feelings of Satisfaction Fascinating 47
Routine 51
satisfying 56
good 38
Gives sense of accomplishment 41
Respected 72
exciting 48
rewarding 64
useful 76
simple 27
creative 77
Uses my abilities 60
Feelings of Unsatisfaction Boring 22
Challenging 59
Repetitive 31
Dull 29
Uninteresting 28
Can see results 40
Table 4.2.1 the general feelings towards job satisfaction
Job satisfaction was measured as combination of the positive feeling towards one job while job
dissatisfaction was considered to be a combination of the negative feelings towards the job. The
combination of the either the positive or negative feelings towards the job was found to be an
effective measure due to its ability to give intermediate feelings towards the job. More
participants (50%) agreed to the feelings satisfied towards their jobs. While 34.8% felt
dissatisfied towards their jobs.

30
4.3 Feelings towards the individual income

This category tested the participants’ satisfaction with their income during the pandemic. The
questions asked in this category were not based on a certain figure but the individual feelings
towards their payment. 62% of the participants felt the income was adequate for normal
expenses, 34% felt it was not adequate while 4% could not decide. 54% though the payment was
fair, 44% felt it was unfair, while 2% could not decide. 38% barely lived on income, 44% felt
that the income was bad, while 66% said it was not bad. 55% acknowledge they were
comfortable with the payment while 45 were not, 53% said their income was less than they
deserve while 47% said it was not.. Table 4.3.1 indicates the participants’ feelings towards their
income during the pandemic.
Condition agree disagree Can’t decide
Income adequate for normal expenses 62 34 4
Fair 54 44 2
Barely live on income 38 62 -
Bad 44 66 -
Comfortable 55 45 -
Less than I deserve 53 47 -
Well Paid 54 44 2
Underpaid 44 54 2
Most participant acknowledge they were comfortable with their earnings and even more agreed
that their income was adequate for normal expenses. A combination of the positive conditions,
Income adequate for normal expenses, fair, comfortable, and well paid shows 56% satisfaction
towards the earnings during the covid-19 pandemic.

4.4 Opportunities for promotion during the pandemic

On this section, the participants were asked to describe how possible it was for them to secure a
promotion in their current job during the COVID-19 pandemic. Nine conditions were used to
describe job satisfaction in terms of the ability to career advancement opportunities. The findings
show that more people felt there are low chances of promotion. The nine conditions were further
categorized into three subsections, very likely to be promoted, slim chances of promotion and
thirdly, very limited chances of promotion. The conditions that were used to denote a high
likelihood of securing promotion were, good opportunities for promotion (28%), good chance for
promotion (28%) and regular promotions (28%). While the conditions that were used to indicate
slim chance of promotion were, promotion on ability, 51%, Fairly good chances for promotion,
31
46% and opportunities somewhat limited 47%. Very unlikely chances of promotion were
indicated by, dead end job, 18%, very limited, (21%) and infrequent promotions, (21%). Table
4.4.1 shows a summary of the participants feeling towards promotions in their current jobs.

Table 4.4.1. Showing the chances of securing a promotion during the pandemic
As shown in table 4.1.1, COVID-19 affected the chances for promotion as majority reported slim
chances for obtaining a promotion. The people that reported good opportunities for promotion
good chance for promotion and regular promotions indicated that there was a very high
likelihood for promotion (28%). Slim chances show the percentage of the people who answered,
“Promotion on ability,” “fairly good chances for promotion,” and “opportunities somewhat
limited” (48%) According to the chart 20% considered the chances for promotion very unlikely.
They described the chances of promotion as “dead end job,” “very limited,” and “infrequent
promotions.”

4.5. Level of Supervision.

This section tested the individual’s feeling about the levels of supervision during the COVID-19
pandemic. There were mixed reactions regarding the type of supervision used in different
countries and firms. Supervision is diverse and therefore more words and phrases, eighteen,
precisely, were used to describe the type of supervision in different companies. 64% had a

32
supportive supervision system against a 36% who felt that their supervision was not supportive
enough. 23% found their supervision hard to please against a 72% that did not and 5% could not
decide on this. 24% found supervision in their current jobs impolite against 76%. 42% agreed
that their supervision praises good work while 50% did not agree to this, 40% found their
supervision tactful, while 72% found the supervision influential. 30% found the supervision up
to date, 45% found it unkind while 21% found it to have favorites. Other types of supervision,
follow a similarly skewed pattern, 48% tells me where I stand, 38% annoying, 45% stubborn,
63% knows the job well, 57% Bad, 49% intelligent, 18% poor planner, 43% Around when
needed, and 33% Lazy. The general satisfaction was measured as people who agreed to more
than half of the positive factors about supervision. There was a general agreement to positive
aspects of supervision with an average of 45% agreeing to having supportive, influential, up-to-
date, praises good work and available when needed type of supervision. Table 4.51 shows the
combined results of both the satisfactory and unsatisfactory factors of supervision.

Table 4.5 Showing employees’ satisfaction towards their supervison duein g the COVID-19
pandemic.

4.6. Relationships with other employees.

The participants were asked to describe how they feel about their connections with fellow
employees during the pandemic. This part had the most indecisive answers and more negative
answers about employee-employee connections. Majority of the respondents described their

33
 connections with fellow employees as slow 82% and unsupportive 78%. 34% found their
connections simulating, 65% boring, 73% boring and 60% responsible. 38% found the
connections likeable while 50% found the connectionnections intelligent. 15% found it easy to
make enemies with their colleagues during the pandemic while 10% found the connections rude.
50% of the respondents found the connections smart, 48% lazy. the diverse answers could not be
classified into distinguishable clusters of either satisfying or unsatisfying. The results indicate
distant relationships with less support from fellow employees. Table 4.6.1 shows the general
feelings of the participants towards the connections they had with their colleagues during the
pandemic.

People on Your Present Job YES(Y) NO(N) cannot decide

Stimulating 34 60 4

Boring 63 37 -

Slow 64 36 -

Helpful 28 60 12

Stupid 28 40 32

Responsible 60 40 -

Likeable 50 50 -

Intelligent 50 50 -

34
Easy to make enemies 10 90 -

Rude 15 80 5

Smart 50 50 -

Lazy 48 48 4

Unpleasant 38 62 -

Supportive 17 80 3

Active 15 68 17

Narrow interests 33 50 17

Frustrating 28 72 -

Stubborn 12 88 -

35
 CHAPTER 5: DISCUSSION, RECOMMENDATIONS AND CONCLUSION

5.1 Discussion

The results of this study are clear on two significant things, job satisfaction is greatly impacted
by the imposition of new working methods. Secondly there is a clear indication of satisfaction in
the general feelings about the job. The present findings contribute immensely to research on the
effects of the COVID-19 generally and specifically in the impacts on business and employment.
Specifically, it is notable that Job satisfaction remains relatively high despite the revenging
effects of the pandemic. As mentioned in the introduction, the strict measures recommended by
the Word Health Organization definitely affected the nature of business. Many employees were
laid off in the effort to decongest offices and working places while others were directed to work
from home. However, the changes in the workplace have posed minimal threat to the rate of job
satisfaction among employees in different countries.
The findings of this study indicate an unwavering effect in the employees’ feelings
towards their job. Most employees 56% describe their current jobs as satisfying, which is a
positive indication in the effects of the effects of the pandemic on job satisfaction. These findings
are in agreement with the findings of a study done by Forbes in 2020 which indicate a rising
level of job satisfaction for the last decade. The level of job satisfaction in 2020 according to
Forbes was 54.3%, a general increase compared to 2019 which stood at 53.2% (Levanon, 2020).
The shift to working remotely did not affect the employees' feelings towards their jobs but
instead improved their satisfaction to decade-high.
Usually, job satisfaction is affected significantly by the changes in the labor market. The
numerous lay-offs during the pandemic were expected to decrease the level of job satisfaction
because when there are more openings in the job market, people are more likely to leave jobs
with little satisfaction to settle in jobs with more satisfaction. When the labor markets are weak
people are more likely to hold on to whichever job due to the apparent unavailability of

36
alternatives (Levanon, 2020). However, in this study the contrary is observed in that despite the
massive constrictions in the labor markets employees remain relatively satisfied in their jobs.
This can be justified by what was mentioned in the introduction, that panic prevented people
from seeking new jobs as they attempted to stay at home as directed by different governments.
Additionally the layoffs did not last long since by mid-summer they had gone to historic lows
and workers resumed confidence in their respective jobs. Subsequently job shopping resumed in
mid-summer as several companies bounced back and began hiring more employees. This implies
that other factors came in place that increased the level of job satisfaction.
Payment was one of the most considered factors in determining the level of job satisfaction. The
findings of this study indicate a positive feeling towards the earning employee received during
the COVID-19 pandemic. 62% acknowledged they were receiving enough income for normal
expenses in addition, 60% noted they were comfortable with the payment which indicates a
general satisfaction towards the income earned during the COVID-19 pandemic. The benefits
earned in a job are significant determiners of employee satisfaction in a job. In developed
countries, people rarely think from their stomachs but are more guided by several factors that
determine the level of comfort in a job (Malik 2012). Though there were significant pay cuts
during the pandemic, employees were hardly bothered by the reduction in payment. One
interpretation of this would be the cut down on commuting expenditure as workers work from
home.
The opportunities for promotion were significantly low as [per the findings of this study. The
study found 48% indication of “slim chances” of promotion in the labor market. In this case most
workers are dissatisfied with the career progression level during the pandemic. 18% of the
respondents even indicated that their jobs were dead -end jobs during the pandemic. Promotion is
an important factor for almost all employees as it is human nature to desire progress in every
aspect of life and most importantly in career life (Malik et al. 2012). However, this alone cannot
be used to determine satisfaction due to the length of the period upon which COVID-19
restrictions were enacted. In most countries the most significant restriction lasted from March
2020 to mi- summer the same year which is relatively a short time to determine the opportunities
for job satisfaction (Abdulraheem et al. 2021). The fact that more than 28% of employees found
good chances of promotion is an indication of the low severity of the impact of the pandemic on
the overall job satisfaction. Promotion is additionally not an independent factor in determination

37
of job satisfaction as it is dependent on payment and other significant factors to determine job
satisfaction.
The kind of supervision used in a firm directly determines the level of comfort employees feel in
their jobs. The findings of this study indicate satisfaction in the level of supervision. The
agreeable rate of 45% satisfactory indicates supportive and influential type of supervision during
the pandemic. Despite working remotely, it is clear that companies improvised methods to
ensure that employees stay supervised and that the supervision is supportive enough and
available when needed. Supervisor accessibility is an important factor to consider during
economic or work environment disruptions (Mihalache & Mihalache, 2012). This complements
the previous studies about the impact of COVID-19 on communication which considered how
managers improvised communication methods to reach their employees during the pandemic
(Ardi, et al. 2021). The findings are suggestive that despite being distant most managers kept a
constant overlook of their employees and remained supportive despite the economic constraints.
However, despite the managers remaining supportive of the employees, the findings of this study
indicate a staggering connection between employees during the pandemic. The results indicate
unsupportive connections between the employees. Interconnection between employees was
greatly impacted by the work from home restriction. Most employees expressed dissatisfaction in
this aspect of working. Working relations with fellow employees plays an important role in job
satisfaction. Most employees are satisfied in jobs where the employee relationships are
simulating and which encourage sharing of ideas. However, from the findings of this study the
inter-employee relationships did not affect the level of satisfaction among the employees.

5.1 Theoretical Implications

The findings of this study advance research in the organizational support theory by Eisenberg. In
this study, it was established that organizational support during the COVID-19 pandemic
improved the employees feeling towards their jobs. In this case it demonstrates the
organizational support theory in action where in times of disruptions companies devise
supportive mechanisms which enable production even during environmental disruptions
(Einsenberg et al., 1986). These support mechanisms as identified in this study should enhance
communication between employees and supervisors to ensure flow of information across the
different levels of the organization. Additionally the theory suggests that the support system

38
should provide a positive relationship between supervisor accessibility and perceived
organizational support. In this regard this study adds on the research proven work disruptions
during the COVID-19 pandemic showing how when firms step up in times of environmental
disruption help to manage high job satisfaction for the employees.
Participants indicated the effectiveness of the improvisation used by firms to ensure
fulfilment of the Herzberg’s two factor theory. While the companies effected the COVID-19
restrictive measures, the supervision, salary and opportunities for career growth remained
relatively satisfactory indicating fulfilment of the two factor theory. Particularly, there seems to
be a general agreement on the adequacy of salaries, and support in the supervision.

5.2 Practical implications

Overall, this research shows that how firms respond to environmental disruptions affects the
level of satisfaction among employees. The findings suggest that disruptions in the working
environment may affect the employees negatively. And to gain the satisfaction of the employees
back, the employers must be keen to improvise new methods of working that are sustainable to
the employees. Most importantly support mechanisms are important at different organizational
levels to ensure satisfaction of each employee. Support can include providing effective
communication mechanisms between employees and supervisors. This ensures flexibility even in
scheduling of working conditions. Additionally the firm will benefit from the resulting teamwork
as employees are free to communicate and share ideas on different projects. Other supportive
mechanisms include cushioning the employee from the adverse effects of the disruption-causing
agent. This will protect the employee from the severity of the disruption in addition to providing
coping mechanisms of working in stressing conditions. Additionally firms should provide mental
and physical attention to employees while conducting performance appraisals and provide clear
information on the financial situation of the organization especially in cases where the company
needs to lay off employees or enact salary cuts.
At the managerial level, there is more need for support during any work environment
disruptions. Supervisors at this level should be accessible by the employees so that employees
can make sense of the current disruption at the work place (Ali et al, 2021). The contribution of
supervision accessibility is crucial in any work environment as it eliminates the uncertainties
among employees especially when the disruption seems to affect the specific industry. Feeling

39
safe about one’s work ensure better job satisfaction since the employer is assured of their place at
the work despite the severity of the disruption. This finding is specifically important to
organization which may encounter situations that force them to change the order of business or o
align their operation to certain prevailing conditions as it helps them maintain high levels of job
satisfaction among the employees.
Additionally, the findings of this study suggest that a single solution may fall short in the
attempt of ensuring employee comfort during disruptions of the workplace. This is because one
solution such as being supportive may provide the desired effects of appropriate supervision but
may ineffective in enhancing effective employee commitment to their jobs. The findings of this
study indicate that different employees do not perceive supportive measures equally helpful.
While some may perceive the implementation helpful some may interpret them as constraints
and therefore would decrease their job satisfaction. Therefore the findings suggest that in case of
severe disruptions, the organization should tailor-make the solution to ensure that every
employee is given sufficient support from the disruptions. For example an organization can
consider enquiring the flexibility of each employee before making changes on their work time
schedule, or enquire about their feelings about working from home before enacting the work
from home directive for ball employees. While it is practically impossible to customize the
solutions for each employee especially in large corporations, it is important that the supervision
ensures that support measures favor the most employees. Therefore companies should have
sufficient risk assessment measures to appropriately predict disruptions and take appropriate
measures in advance.

5.3 Limitations and Future study

This research makes important findings on the specific effects of the pandemic on job
satisfaction, but the following limitations need to be considered in future studies. Additionally
this research opens up a debate about the essence of support measures during job disruption and
therefore invites future studies in the same field. First, in the study made a temporal separation
when collecting information from the respondents, the respondents were not actually asked
whether they were satisfied in the job nut instead employed a measure of a combination of
conditions which denote satisfaction and dissatisfaction. This study could be improved by the use
of more precise measurements for job satisfaction. Some of the indicators used could be caused

40
by other factors other than job-related issues. As Bliese et al. (2017) recommends, it is
recommend that future studies use conditions that have single causal links specifically linked to
the job.
Second this study generalized the entire period of the pandemic, while in actual sense
there were different waves which caused loosening and more restrictions to the pandemic
preventive measures. Future studies can study the effects of the pandemic on job satisfaction at
different levels of the pandemic. In this regard future researchers could study the short-term
effects felt at the beginning of the pandemic when measures were strictest, and towards the end
when majority of the developed countries were almost fully vaccinated. This could have
implications for disruptions that are unpredictable and those which have unclear time horizons.
Third, the future research could further focus on the impact in different industries. This study
gave a general outlook of the entire labor market. There is an opportunity for research at the
individual industries since the effects of the pandemic were felt differently across different
industries. For instance the entertainment industry and hospitality industries were initially the
most impacted by the closure of different borders owing to the severity of the pandemic. The
same cannot be said about the luxury fashion and car industry which was minimally affected by
the pandemic.
Fourth this study was restricted to the developed world and therefore leaves a gap in the
developing world. Additionally it does not include all developed countries but is restricted to
New Zealand, Canada, India and the United Kingdom which does not represent all developed
nations. There is therefore the need to conduct a holistic study involving all countries of the
world to understand the level of impact across the globe. Additionally the study does not
differentiate the countries, and the results cannot therefore be generalized for all developed
countries.
Fifth, this research did not compare the results of the job satisfaction during the pandemic to the
satisfaction of the respondents before the pandemic. There is need to understand the trajectory to
effectively understand how the pandemic affects job satisfaction. Future research can include
questions that prompt the respondents to compare their feeling towards their jobs during the
pandemic to their feeling before the pandemic. This way the study can provide a reliable
comparison of the conditions for an effective determination of the effects of the pandemic on the
employees.

41
5.4 CONCLUSION

This study finds that despite the numerous effects of the pandemic, organizations demonstrated
support to their employees and thus did not affect their comfort in their jobs. Job satisfaction is
important to any company as it improves the retention of talent by any company. In this case the
negative effects of the COVID-19 pandemic were effectively alleviated by the companies and
therefore most of the employees did not feel insecure or unsupported in their jobs. However it
was noted that the support mechanisms should be diverse to accommodate the interest for the
different employees. I hope that these findings will stimulate further research in the same topic
and further encourage firms to adopt better supportive measures which ensure the comfort of the
employees as well as the job satisfaction across all levels of the organization.

42
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48
 Appendix

QUESTIONNAIRE

Please be sure to answer all questions even though some may seem
similar. You do not need to give your name. All answers are
absolutely confidential. You will NOT BE identified.

Age

Under 25

25 – 34

35 – 44

45 – 54

54 +

Gender:

1. Male ☐
2. Female ☐
49
 3. Prefer not to say ☐

1.) Think of the work you do at present. How well does each of the following words or phrases
describe your work? In the blank beside each word or phrase below, write

Y for “Yes” if it describes your work

N for “No” if it does not describe it

? for “?” if you cannot decide

Work on Present Job YES(Y) NO(N) ?

Fascinating

Routine

Satisfying

Boring

Good

Gives sense of accomplishment

Respected

Exciting

Rewarding

Useful

50
Challenging

Simple

Repetitive

Creative

Dull

Uninteresting

Can see results

Uses my abilities

2) Think of the pay you get now. How well does each of the following words or phrases describe
your present pay? In the blank beside each word or phrase below, write

Y for “Yes” if it describes your pay

N for “No” if it does not describe it

? for “?” if you cannot decide

PAY YES(Y) NO(N) ?

Income adequate for normal expenses

Fair

Barely live on income

Bad

Comfortable

Less than I deserve

Well paid

Enough to live on

Underpaid

3) Think of the opportunities for promotion that you have now. How well does each of the
following words or phrases describe these? In the blank beside each word or phrase below, write

51
Y for “Yes” if it describes your opportunities for promotion

N for “No” if it does not describe them

? for “?” if you cannot decide

Opportunities for Promotion YES(Y) NO(N) ?

Good opportunities for promotion

Opportunities somewhat limited

Promotion on ability

Dead-end job

Good chance for promotion

Very limited

Infrequent promotions

Regular promotions

Fairly good chance for promotion

4) Think of the kind of supervision that you get on your job. How well does each of the
following words or phrases describe this? In the blank beside each word or phrase below, write

Y for “Yes” if it describes the supervision you get on the job

N for “No” if it does not describe it

? for “?” if you cannot decide

Supervision YES(Y) NO(N) ?

Supportive

Hard to please

Impolite

Praises good work

52
Tactful

Influential

Up-to-date

Unkind

Has favorites

Tells me where I
stand

Annoying

Stubborn

Knows job well

Bad

Intelligent

Poor planner

Around when needed

Lazy

5) Think of the majority of people with whom you work or meet in connection with your work.
How well does each of the following words or phrases describe these people? In the blank beside
each word or phrase below, write

Y for “Yes” if it describes the people with whom you work

N for “No” if it does not describe them

? for “?” if you cannot decide

People on Your Present YES(Y) NO(N) ?

Job

Stimulating

53
Boring

Slow

Helpful

Stupid

Responsible

Likeable

Intelligent

Easy to make enemies

Rude

Smart

Lazy

Unpleasant

Supportive

Active

Narrow interests

Frustrating

Stubborn

54