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Dynamics of Job Satisfaction in the Telecom Sector of Pakistan
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Journal of Quality and Technology Management
Dynamics of job satisfaction… Volume XIII, Issue II, December, 2017, Page 296 - 314
Dynamics of Job Satisfaction in the Telecom Sector of Pakistan
Anwar Khan1, Dr. Maqsood Haider2, Dr. Chaudhry Shoaib Akhtar3, Dr.
Fazal Hanan4, Mr.Ihsan Ullah Khan5
1. Assistant Professor, Khushal Khan Khattak University of Karak
Anwar.khan@kkkuk.edu.pk
2. Assistant Professor FATA University F.R Kohat,, Pakistan
dr.haider@fu.edu.pk
3. Assistant Professor Department of Public Administration, Fatima Jinnah
Women University Rawalpindi
csakhtar@gmail.com
4. Assistant Professor FATA University F.R Kohat, Pakistan
dr.hanan@fu.edu.pk
5, Phd Scholar University of Peshawar
ihsansoc@uop.edu.pk
Abstract
The telecom sector is one of the fast growing and competitive sector of
Pakistan. This sector is struggling hard to keep its employees motivated by
focusing on the overall development of its employees. However, the review
of existing literature shows that researchers are not clear about the factors
(both positive & negative) which affect the job satisfaction of employees in
the telecom sector of Pakistan. Keeping in view this research gap, the
current study has examined the individual and organizational factors of
job satisfaction of employees working in the telecom sector of Pakistan. In
this regard a cross sectional research design was adopted and data were
collected through a self-administered questionnaire from 150 employees
working in 22 call centers/franchises in the twin cities of Islamabad and
Rawalpindi. The collected data were analyzed by descriptive as well as
inferential statistical techniques. The results of the current study showed
that there was a positive effect of individual factors, i.e., gender, age,
education and job experience, and organizational factors, i.e., pay &
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Volume XIII, Issue II, December, 2017, Page 296 - 173
Dynamics of job satisfaction…
rewards, fairness, employee relationship and job security on the job
satisfaction. Furthermore, factors, i.e., employee empowerment,
organizational commitment and organizational trust successfully mediated
the association between individual & organizational factors and job
satisfaction. It has been concluded that the telecom sector in Pakistan
should focus on enhancing the job satisfaction of its employees and provide
them a conducive environment, so that it can increase the overall
satisfaction and productivity of employees.
Key Words: Job Satisfaction, Telecom Sector, Organizational Commitment,
Organizational Trust, Employee Empowerment
1. INTRODUCTION
The modern organizations are becoming complex and competitive, whereas these
days are gone, where the employees were dealt as only factors of production,
without considering individual behavioral aspects about the workplace and the
subjective feelings (Nahavandi, Denhardt, Denhardt, & Aristigueta, 2013).
Nowadays, the organizations can only become successful if they take care of the
employees’ psychological needs and take care of the factors like job satisfaction,
commitment and intrinsic rewards (Naderi Anari, 2012). The concept of the job
related satisfaction is basically the accumulation of all such factors that can ensure
satisfaction among employees, in such a way that to care about remuneration and
assignment of hierarchical responsibilities (Saeed et al., 2013) .
Various factors influence employees’ level of job satisfaction. A couple of those
factors consisting compensation & advantages, type of the activity, the
workplace, work circumstance and association to the colleagues (Parvin & Kabir,
2011). These all factors combine together and ensure the satisfaction of the
employees. Apart from this there are certain mediating or indirect factors, which
can help in boosting job satisfaction. Previous researchers for e.g., Yoon and Lee
297 |
(2005) have identified employee empowerment as a mediating factor of

employee’s satisfaction, similarly, Shurbagi and Zahari (2014) have tested
organizational commitment as mediator of employee’s satisfaction. Authors like,
e.g., Yim, John and Moses (2016) tested mediating role of pessimism to
Organizational change with relation to the employee’s satisfaction. Moreover,
Hassan, Bin Nadeem, and Akhter (2016) had tested the “trust” as mediator in the
association between employee’s satisfaction and their workplace spirituality. The
mediating effect can be achieved through the effect of a third factor that comes in
amid the dependent and independent variables. Researchers termed this third
factor as a “mediating variable”. Researchers believe that this third factor should
be studied, since its effects can significantly change the final results of any
research study.
Around the world, the telecommunication sector is becoming one of the fastest
and rapid growing sectors. It is characterized by its innovative and competitive
nature. It has world largest revenue with global US$1.67 trillion revenue during
year 2017 (Deans, 2017). Due to the dynamic nature of telecom sector, the
employees in telecom sector are supposed to respond quickly to the challenges of
modern competitive market, which is driven by the demands of customers’ needs
(Lam & Shiu, 2010). The employers in telecom sector need to focus on the need
of its employees so that they can ensure that the employees are well satisfied and
committed. If the employers are not taking care of their employees’ satisfaction,
then the telecom organizations will not be able to progress in the modern
competitive market (Mansoor, Khan, Fida, Anjum, Nasir, and Ahmad, 2011). The
telecommunication sector of Pakistan very rapidly developing sectors of the
country’s economy. The financial figures regarding this sector are very
encouraging, and its revenues have reached up to Rs.358 billion during the
financial year 2009-2010 (Attaa, 2011). While during financial year 2016 this
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total revenue obtained from telecom sector in Pakistan reached Rs: 452.8 billion
(Siddiqui, 2016). Presently, the telecom sector in Pakistan is undergoing a very
intense type of competition. This competition is among the five mobile
connection operators, namely, Telenor, Zong, Ufone, Jazz, and Warid, therefore,
there is an intense need of finding new markets and new sources of income, so to
survive the cut throat competition in the telecommunications sector of Pakistan.
In such situation the telecom companies in Pakistan must hire highly skilled and
educated employees. The telecom sector should invest in their employees by
taking care of their satisfaction and commitment at work, so that these employees
can work hard for the success of the telecom organizations and the economy of
Pakistan as a whole. Keeping in view the competitive nature of telecom sector in
Pakistan, the present research study aims at probing into the direct and indirect
factors, which might have influenced the employees’ job satisfaction in the
telecommunications sector of Pakistan. However, the direct factors of employees’
job satisfaction cannot be examined directly, since there are certain potential
mediating or indirect factors that can significantly affect the final results. The
literature review shows that there are very less or no studies conducted on the
mediating or indirect factors of employees’ job satisfaction in the
telecommunications sector of Pakistan, therefore indicating a very serious
research gap. In order to fill up this gap, the current study has examined indirect
factors of employees’ job satisfaction in the telecommunications sector of
Pakistan.
Keeping in view the research gaps as identified above, this study will embark
upon following two research questions:
1. Is there any effect of demographic factors on the employees’ job
satisfaction?
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2. Do organizational factors like pay & rewards, job security, workplace

relationship, workplace justice, and employees’ empowerment affect the
employees’ job satisfaction?
2. CONCEPTUAL RESEARCH FRAMEWORK AND
DEVELOPMENT OF HYPOTHESES
The research and conceptual framework is a sketch or a paradigm of any
study (Ling & Ling, 2016). The research framework of the present study is visible
in the Figure: 01. It has been built on the basis of pre-existing theories on
employees’ job satisfaction. The previous models on the employees’ job
satisfaction have identified certain factors as predictors of employees’ job
satisfaction. These factors are actually positive and negative organizational
factors that either positive or negatively influence the job satisfaction. However,
employees’ job satisfaction is not directly influenced by such factors, and there
are certain indirect/mediating factors, which can mediate the association between
the organizational factors and employees’ job satisfaction. The research and
conceptual framework (as shown in figure 1.1) here in this study has been framed
by merging the propositions of the following models:
1. “Two Factors Theory” by Herzberg (1971);
2. Job Characteristics & Facet Model by Hackman and Oldham (1976);
3. Affect Model of Employees’ Satisfaction by Locke (1970).
Moreover, the potential idea of “effects of mediating factors” has been taken from
previous research studies like, e.g., Yoon and Lee (2005), have identified
employee empowerment as a mediating factor of job satisfaction, similarly,
Shurbagi and Zahari (2014) have tested organizational commitment as mediator
of job satisfaction. Yim & Moses (2016) tested the mediating role of cynicism
toward change on employees’ job satisfaction. Furthermore, Hassan, Bin
Nadeem, and Akhter (2016) had tested the “trust” as mediator in the association
300 |
between employee’s satisfaction and their workplace spirituality..
The following hypothesis has been drawn from the framework of this
study. These hypotheses were tested after data collection to treasure answers to
the above given research questions:
1. The organizational factors like pay & rewards, job security, workplace
relationship, workplace justice, and employees’ empowerment will
posistively affect the employees’ job satisfaction in the
telecommunications sector of Pakistan.
RESEARCH METHODOLOGY
Figure 1.1 Research Framework of the study
3. RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN
Since this was a onetime point data collected study, therefore, a cross sectional
design was chosen, since such design more time and cost effective design (Levin,
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2006). Here in current study, a quantitative method was applied, since primary
data were collected by a self-repor close ended questionnaire. The quantitative
method of data collection is most commonly applied the field of social and
psychology science (Bryman, 2006).
3.2 POPULATION AND SAMPLE
Population of the present study comprised of staff, which were working in the
selected call centers/franchises of the major telecommunication companies of
Pakistan. These major companies include PTCL, Zong, Ufone, Mobilink, Telenor
and Warid. These call centers/franchises were located in federal area of Islamabad
and Rawalpindi. There are 45 call centers/franchises located twin cities of
Islamabad and Rawalpindi. A probability sampling method was applied as the
total number of respondents is already known. Within the probability sampling
technique, a Simple Random Sampling was applied because in this technique the
respondents are chosen entirely by chance with a random pattern (Neuman, 2013).
There are total 45 call centers/franchises in in federal area of Islamabad and
Rawalpindi. Therefore, in the first 25 were randomly selected out of the total 45
call centers/franchises, as shown in the table 3.1. In these 25 selected centers,
there were total 287 staff member. In next stage, a “Simple Random Sampling”
technique was utilized to 287 population. In this way a sample of 150 employees
was taken.
Table 01 Distribution of Call Centers/Franchises
Telecom companies Number of call centers Randomly selected call
centers
Ufone 08 04
Mobilink 06 03
Zong 06 03
Telenor 10 07
Warid 07 04
PTCL 08 04
Total 45 25
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3.3 PROCESS OF DATA/ RESPONSE COLLECTION
Data/Responses were collected with help of a self-reported questionnaire. This
questionnaire had sections related to “demographic characteristics” of
respondents, “organizational factors of satisfaction” and and “job satisfaction”.
These section had following sources:
1. Pay & reward dimension measured by 07 items of Questionnaire
developed by Ramawickrama, Opatha, & PushpaKumari (2017);
2. Job related Insecurity dimension measured by the 02 items of Survey by
Hackman, John and Oldham (1974) and 05 items of Questionnaire by
Vander, John, Elst, De Witte, and De Cuyper (2014);
3. Relationship with colleagues dimension by 07 items of Questionnaire
developed by Ramawickrama, Opatha, & PushpaKumari (2017);
4. Fairness and Equity dimension was measured by 04 items of questionnaire
by Fu, Lily and Deshpande (2014) and 03 items of Questionnaire by
Ghavifekr, Jihn, and Pillai (2016);
5. Employee Empowerment dimension by 07 items of by Ramawickrama,
Opatha, & PushpaKumari (2017);
6. Organizational Commitment dimension by 06 items of Scale by Meyer,
Johan, Allen, Lilly and Smith (1993);
7. Organizational Trust dimenion by 07 items of Questionnaire by Ouyang,
John, Lily, Sang, Li, and Peng (2015).
8. Job related Satisfaction dimension by 06 items of Index by Brayfield,
Johan, Rothe (1951) and 06 items of Scale by Macdonald, Jerry and
Maclntyre (1997).
3.4 Data Analysis
The following data analysis techniques were utilized:
1. Descriptive statistics for demographic data;
303 |
2. Cronbach’s Alpha Coefficients for reliability;

3. Confirmatory Factor Analysis for construct validity;
4. Structural Equation Modeling for knowing direct and indirect relationship
The fit indices included
 Chi Square and Normed Chi-square;
 Tucker Lewis Index;
 Normed Fit Index;
 Root Mean Square Error of Approximation;
 Root Mean Square Residual;
 Goodness of Fit Index;
 Comparative Fit Index
The Structural Equation Modeling had five indicators of job satisfaction, three
indicators of Mediator and a single indicator of job satisfaction. For testing the
hypotheses, the Structural Equation Modelling method suggested by Holmbeck
(1997) was followed. This approach states that at the beginning there should be
an adequate model fit among the independent variable (A), mediator variable (B)
and dependent variable (C). In the next stage, there should be a direct path
between A-C, A-B and B-C. For testing the mediation, the A-C path should be
constrained to zero, and improvement in model fit and path significance should
be examined, since if there is no improvements in the fit indices of constrained
model following the inclusion of direct A-C path, then there is a full mediation.
In contrast, if improvements occur in the fit indices of constrained model along
with significant paths following the inclusion of direct A-C path, then there is a
partial mediation. Improvement in fit indices is assessed through examination of
the significance levels and the changes in the Chi Square values.
4. RESULTS
4.1 DEMOGRAPHIC CHARACTERISTICS
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The demographic profile of the respondents showed that there were more male
employees as compared to female. It is because in the Pakistani eastern culture
the male family partner earn money and the female partner often do not engage
in a work that is outside their homes.
Table 02 Demographic Profile of Employees
Socio-Demographic Characteristics Number (%)
Sex
Male Employees 110 (73.33%)
Female Employees 40 (26.66%)
Marital Related Status
Wedded 52 (34.33%)
Unmarried 98 (65.33%)
Age(Oldness)
18 Years to 22 Years 65 (43.33%)
23 Years to 27 Years 41 (27.33%)
28 Years to 32 Years 26 (17.33%)
More than 32 Years 18 (12%)
Education
Matriculation 48 (32%)
Technical Diploma 52 (34.66%)
Intermediate Degree 31 (20.66%)
Master Degree 19 (12.66%)
Job Positions
Managerial & Supervisory 19 (12.66%)
Customer Care 53 (35.33%)
Marketing and Publicity 44 (29.33%)
Technical & Technicians 34 (22.66%)
The marital status, age and educational qualification of the employees show that
the majority of the employees are unmarried and young. For this reason, most of
the employees have either matriculation or technical diplomas. It should be kept
in mind that telecom sector needs young and unmarried staff, which looks more
attractive and appealing to the customers. Moreover, this sector needs technical
employees, which can deal machinery and equipments. Finally, the job position
shows that the majority of the staff has job positions related to the Customer Care,
305 |
Marketing & Publicity and Technical & Technicians.

4.2 RELIABILITY ANALYSIS
The Reliability Analysis showed that all dimensions had Cronbach’s Alpha
Coefficients above the 0.50, which demonstrate that all of the variables posses
internal consistency, as clear from Table 03.
Table 03 Reliability Analysis of Data
Variables Cronbach’s Alphas
Pay and Rewards 0.88
Relationship with Colleagues 0.81
Job Security 0.86
Fairness at Workplace 0.79
Organizational Commitment 0.86
Employees Empowerment 0.77
Organizational Trust 0.81
Job Satisfaction 0.89
4.3 EXAMINING MODEL FIT

A sequence of Factor Analyses (i.e., Confirmatory) were run to observe the model
fit. In this regard, the model fit indices were calculated. Table 04 shows that the
fit indices for the first model on the aspects of job related satisfaction had five
factors, however, this model had poor fit indices, therefore, the four factor model
was tested, which showed improvement in the fit indices. On the other side, the
mediating factors had three factor model, with better fit indices.
Table 04 Examination of the Model Fit Indices
Variables Models X2 df X2/df RMSEA RMR CFI GFI
Job Five 256 45 5.688 0.887 0.872 0.818 0.905
Satisfaction Factors
Model
Job Four 316 94 3.3108 0.071 0.062 0.918 0.935
Satisfaction Factors
Model
Mediators Three 122 62 1.96 0.084 0.067 0.882 0.913
Factors
Model
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4.4 HYPOTHESES TESTING

The hypotheses of the current study were tested according to the procedure
mentioned in the previous section of data analysis. Initially a hypothesized model
(M1) was built and it fitted well to the data, since all of its fit indices were within
the acceptable ranges, as seen in Table 05.
Table 05 Structural Equation Modeling Results
Models X2 df X2/df RMSEA RMR CFI GFI
Hypothesized Model
(M1) 326 95 3.431 0.017 0.072 0.918 0.925
Direct Effect Model
(M2)
Excluding Mediators 316 94 3.3108 0.071 0.062 0.918 0.935
Direct Effect Model
(M3)
Excluding Satisfaction297 89 3.337 0.094 0.087 0.892 0.939
Direct Effect Model
(M4)
Excluding Factors of
Satisfaction 308 83 3.710 0.089 0.073 0.978 0.911
Hypothesized Model
(M5)
Constrained 365 66 5.53 0.091 0.082 0.981 0.980
Hypothesized Model
(M6)
Non Constrained 334 79 4.27 0.089 0.092 0.991 0.890
In the next step, a Direct Effect Model (M2) was built. In this model the mediator
variable was excluded, so that the direct link between the independent and dependent
variables could be observed. The results for model fit were satisfactory and all of the
fit indices were within the acceptable range as clear from table 05. The factors of job
satisfaction as independent variable was positively associated with job satisfaction
as dependent variable (β=0. 291, p=0.0143). In the next step, a Direct Effect Model
(M3) was built. In this model the Job Satisfaction was excluded. The results for
307 |
model fit were satisfactory and all of the fit indices were within the acceptable range
as clear from table 05. The standardized beta coefficient showed that there was a
positive associated between mediator variable and independent variable (β=0. 116,
p<0.0214). In the third step, a Direct Effect Model (M4) was built. In this model, the
Factors of Satisfaction were excluded. The results for model fit were satisfactory and
all of the fit indices were within the acceptable range as clear from table 05. The
mediator variable and dependent variable were positively associated with each other
(β=0. 224, p<0.0318). After testing the linkages between all variables, the first three
hypotheses were successfully accepted. Finally the Hypothesized Constrained
Model M5 was created, as clear from the Figure 2. In this model initially the
relationship between independent and dependent variables was constrained to zero,
due to which the model fit decreased, as clear from the fit indices in table 05. For
this reason, the a non-constrained model was also tested, as clear from table 05. In
this model, the model fit improved. It means that the variables of employee
empowerment, organizational commitment and organizational trust had mediated
the link between organizational factors of job satisfaction and job satisfaction itself.
However, such mediation was partial since the association remained significant in
the both constrained and non-constrained models. Thus, the last three hypotheses
related to mediation analysis were successfully accepted
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P&R JS FW CR EE OC OT
0.427 0.517 0.873

0.612 0.568 0.838
0.829
0.679 0.512
Factors of Job
Satisfaction Mediators Satisfaction
0.476
Figure 02: Final Model with Standardized Path Coefficients

Note: P&R=Pay and Rewards; JS= Job Security; CR=Colleagues Relationship;
FW= Fairness at Work; EE= Employees Empowerment; OC= Organizational
Commitment; OT= Organizational Trust
5. DISCUSSION, CONCLUSION AND IMPLICATIONS

The results obtained from current study are showing consensus with the results
obtained from the previous studies on the job satisfaction. The existing literature
indicates that certain organizational factors were found as strong predictors of job
satisfaction in telecom and other sectors, like for example, Saeed et al. (2013)
have identified factors like, e.g., Job Environment, Rewards, Job Promotion, Job
Security, Relationship with Colleagues and Fairness. Similarly, Mansoor et al.
(2011) has mentioned negative factors like, Job Stress, Workload and Role
Conflict. Other factors of Job Satisfaction include Pay and Benefits, Career
Advancement (Riaz & Ramay, 2010), Job Security, Recognition and Pay
(Ramawickrama et al., 2017). These researchers investigated a broad range of
organizational factors that were associated with the employee job satisfaction in
the telecom sector. It should be kept in mind that the telecom sector is one of
fastest growing and dynamic sector of the Pakistan and it is characterized by its
309 |
innovative nature. Moreover, presently, the telecom sector in Pakistan is

undergoing a very intense type of competition. This competition is among the five
mobile connection operators, namely, Telenor, Zong, Ufone, Jazz, and Warid,
therefore, there is an intense need of finding new markets and new sources of
income, so to survive the cut throat competition in the telecom sector of Pakistan.
In such situation the telecom companies in Pakistan must hire highly skilled and
educated employees. The employers in the Pakistani telecom sector need to focus
on the need of its employees so that they can ensure that the employees are well
satisfied and committed. If the employers are not taking care of their employees’
satisfaction, then the telecom organizations will not be able to progress in the
modern competitive market (Mansoor et al. 2011).
The results obtained from current study are also in an agreement with the results
obtained from previous studies on the mediating factors of job satisfaction. The
review of existing literature shows that certain personal and organizational factors
were found to be the mediating factors of the job satisfaction in telecom, like for
example, Yoon and Lee (2005) and Carless (2004) have identified employee
empowerment as a mediating factor of job satisfaction. Actually the Employee
Empowerment is the practice of granting employees a certain amount or degree
of autonomy and independence along with responsibility and accountability in the
decision making related to their jobs within the organization (Huq, 2010).
Similarly, Shurbagi and Zahari (2014) have tested organizational commitment as
mediator of job satisfaction. The organizational commitment is showing the
degree of attachment that an employee has with his/her organization.
(Becker, Klein, & Meyer, 2012). Likewise, Yim & Moses (2016) tested the
mediating role of cynicism toward change on employee job satisfaction.
Moreover, Hassan et al., (2016) worked on the mediating role of trust in the
relationship between job satisfaction and workplace spirituality. Trust shows the
310 |
trustworthiness of organization as perceived by its employees. It also shows the
confidence of employee on the organization (Caldwell & Clapham, 2003). The
Organizational Trust has a positive effect on the job satisfaction, and those
employees who trust their organization are more satisfied (Güçer & Şerif, 2014).
This study has certain implications. At the individual level, the findings of this
study will be significant to the employees working in the telecom sector of
Pakistan. Especially to the managers or supervisors, who can understand the
whole process of job satisfaction. The employees can get awareness about the
positive and negative factors of job satisfaction, and they can save themselves
from the negative factors (which causes dissatisfaction) and they can develop their
positive factors for increasing their job satisfaction. The employers or managers
can provide a conducive working place to the employees, which can boost up their
job satisfaction and job performance. Like this study found that four
organizational factors (Good Pay, Job Security, Fairness at Workplace, Good
Relationship with Colleagues) can enhance the job satisfaction in the telecom
sector of Pakistan, so the managers can work on providing these four factors of
job satisfaction. Apart from the managers or employers, the findings of this study
can be useful to the individual researchers in the field of Organizational Behavior
and Human Resources Management. They can understand the dynamics of Job
Satisfaction in the telecom sector of Pakistan. The findings of this study will be
also significant to the policy makers in the ministry of information technology
and telecommunication. The policy makers can understand which factors can
enhance the job satisfaction in the telecom sector of Pakistan. They can formulate
favorable policies regarding pay structure and other workplace factors, in this way
the overall working environment within the telecom sector of Pakistan will
become conductive.
This study has concluded that certain organizational factors have direct as well as
311 |
an indirect effect on the job satisfaction of the employees in the telecom sector of
Pakistan, for this reason this sector in Pakistan should actively work on providing
a conducive workplace to its employees so that their job satisfaction can be
increased. The telecom sector of Pakistan is very vital from a business point of
view and it needs an active workforce, which is highly motivated and able to
perform well. In this way the telecom sector of Pakistan can effectively engage in
the national development. Moreover, it can also take participation in the
international business, thus creating opportunities for Pakistani market to invest
in the international market. In this way peace and prosperity will prevail in the
country as a whole.
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Dynamics of Job Satisfaction in the Telecom Sector of Pakistan

Article · January 2018

Anwar Khan Maqsood Haider

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Chaudhry Shoaib Akhtar Ihsan Khan

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Dynamics of Job Satisfaction in the Telecom Sector of Pakistan

(2005) have identified employee empowerment as a mediating factor of

2. Do organizational factors like pay & rewards, job security, workplace

Figure 1.1 Research Framework of the study

2. Cronbach’s Alpha Coefficients for reliability;

Marketing & Publicity and Technical & Technicians.

4.3 EXAMINING MODEL FIT

4.4 HYPOTHESES TESTING

0.427 0.517 0.873

Figure 02: Final Model with Standardized Path Coefficients

5. DISCUSSION, CONCLUSION AND IMPLICATIONS

innovative nature. Moreover, presently, the telecom sector in Pakistan is

Attaa, A. (2011). Economic Indicators of Pakistan Telecom Industry. Retrieved

Nahavandi, A., Denhardt, R. B., Denhardt, J. V, & Aristigueta, M. P. (2013).

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