CHAPTER ONE

PROBLEM AND ITS SCOPE

1.0 introduction

This chapter entails the background of the study which capture job security on
employee job satisfaction. The chapter also covers statement of the problem, research
objective, Scope of the study, significant of the study, conceptual framework and
operational key terms of the study.

1.1 Background of the Study

According to (Aiken, Clarke, and Sloane 2002) many businesses fail to understand
the importance of job security on employee job satisfaction and thus face a lot of
difficulties during their work. Such organizations are internally weak therefore unable to
introduce innovative products into the market to outshine their competitors, Employee is
an essential component in the process of achieving the mission and vision of a business.
Employees should meet the performance criteria set by the organization to ensure the
quality of their work.to meet the standards of organization, employees need a job security
that allows them to work freely without problems that may restrain them from performing
up to the level of their full potential (Aiken, Clarke, & Sloane, 2002).

According to ,(Fayez, 2015).In recent times, many researchers have sought to find
the most important reasons for the success of employees in different fields. Most of them
stressed the need to provide job security for the workplace, where most of their
research results reflected that there is a direct relationship between job security and
job satisfaction of employees. In his research,).The assessment of job satisfaction
through employee anonymous surveys became commonplace in the 1930s. Although prior
to that time there was the beginning of interest in employee attitudes, by Latham and

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According to ILO director (2015) “More than 61 million jobs have been lost since the start
of the global crisis in 2008 and our projections show that unemployment will continue to
rise until the end of the decade. This means the jobs crisis is far from over so there is no
place for complacency. one of the most widely used definitions in organizational
research is that of Locke (1976), who defines job satisfaction as "a pleasurable or positive
emotional state resulting from the appraisal of one's job or job experiences", Others have
defined it as simply how content an individual is with his or her job; whether he or she
likes the job or not.

According to Spector (1997) It is assessed at both the global level (whether or not
the individual is satisfied with the job overall), or at the facet level (whether or not the
individual is satisfied with different aspects of the job).) lists 14 common facets:
Appreciation, Communication, Co-workers, Fringe benefits, Job conditions, Nature of the
work, Organization, Personal growth, Policies and procedures, Promotion opportunities,
Recognition, Security, and Supervision. Hoppock offered one of the earliest definitions of
job satisfaction when he described the construct as being any number of psychological,
physiological, and environmental circumstances which leads a person to express
satisfaction with their job.

E. A. Locke's (1990) it is estimated that the average employee will follow

approximately seven different career paths during a typical 30-year span of employment.
Analyses of Current Population Survey data suggest that the average tenure in a job in
the United States is 7.4 years, among the lowest in industrialized nations. Often, career
changes can be a direct result of involuntary turnover, layoffs, outsourcing, or shifts in
the national economy. During the 1990s, there were over 15 million layoffs. A comparison
of 21 industrialized nations found that the United States ranked among the lowest in
employee perceptions of job security.

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 According to Bob Kelleher(2009), in the Nigerian banking industry, large numbers
of bank workers were retrenched, leaving the remaining workers with fear of uncertainty
and heavy work insecurity, such that they work under tense conditions nursing fear of
losing their jobs any time. In addition, the industry has witnessed the laying off or
demotion of most qualified employees in order to minimize costs and maximize profit.
However, this trend in the banking sector has devastating and long lasting effects on the
well-being of affected bank employees. This is coupled with its attendant effects on the
organizational commitment and employee job satisfaction of those in the system arising
from inability of bank workers to maintain positive attachment to modern work in the
absence of security of employment. Thus, the growing interest in the ways in which
workers adapt to what is now a normative situation, employment in jobs that offer only
limited or no security is the major thrust of this paper.

In Somaliland Chamber of commerce (2015). In Somaliland job security has different

meanings, some people believes job security is permanent forever, while others believe
proper and safe working place.

According to James, (2012), Adebayo and Lucky, (2012), According to Locke

(1969) Job security is defined as the assurance in an employee’s job continuity due to the
general economic conditions in the country. It is concerned with the possibility or
probability of an individual keeping his/her job It deals with the chances of employees
keeping their jobs in order not be unemployed , defined job satisfaction as the feeling an
individual has about his or her job.) suggested that job satisfaction was a positive or
pleasurable reaction resulting from the appraisal of one’s job, job achievement, or job
experiences.

Job security is the probability that an individual will keep their job; a job with a high
level of security is such that a person with the job would have a small chance of losing it
Job satisfaction happens when an employee feels he or she is having job stability, career

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growth and a comfortable work life balance. In the Sagaljet Hargeisa Somaliland there is
a poor employee job satisfaction in a result of in adequate security and training.

1.2 statement of the problem

Such as many Somaliland companies, Sagaljet Company tries for a long time to
enhance the job security of the employee to be satisfied with their work. According this
situation sagaljet company in Hargeisa Somaliland establish a different things to be their
employee satisfy such as rewarding, staff development, flexible working hour, good
salary.( (hirsi) 2021)
The problem of our research is poor employee job satisfaction, the effect of poor
employee job satisfaction in sagaljet Hargeisa, Somaliland is increased in recent years
because the company has not taken a steps to improve the employee satisfaction such as
working long hours, lack of benefits. High employee insecurity increases the employee
dissatisfaction, the possible dangerous bring this problem are low employee morale,
employee turnover and low quality work that leads the country economic recession.-

The possible causes of this problem are low of motivation, poor of training and
low job security. The cause which that the researcher is evaluate is poor job security. In
this study the researcher choose to assess the effect of job security on employee job
satisfaction in Sagaljet Hargeisa Somaliland and how it will boost higher satisfaction of
employees and make recommendation on the job security of employees in the Sagaljet.

A 2012 survey by Chamber of commerce research reveals that top performing

employees cite job security as a leading cause of voluntary turnover. Increased turnover
levels can lead to a loss of key knowledge, low levels of commitment and a lack of team
identity, resulting in low performance.

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1.3 Research objective

1.3.1 General Objective

The major objective of this study was to establish the relationship between the effect of
job security and employee job satisfaction in Sagaljet Hargeisa Somaliland.

1.3.2 Specific Objectives

1: To explore the demographer characteristics of respondent in terms of age, gender,

occupation and education.

2: To evaluate the level of job security.

3: To determine the level employee job satisfaction in Sagaljet.

4: To assess the relationship between job security and employee job satisfaction in
Sagaljet.

1.3.3 Research Questions

1: What is the demographic characteristics of respondents in terms of age, gender

occupation and education in sagalget Hargeisa Somaliland?

2: What is the level of job security in Sagaljet Hargeisa Somaliland?

3: What is the level employee job satisfaction in Sagaljet Hargeisa Somaliland?

4: What is the relationship between job security and employee job satisfaction in Sagaljet
Hargeisa Somaliland?

1.4 Scope of the Study

1.4.1 Geographical scope:

This study were focus sagaljet in Hargeisa, Somaliland.

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1.4.2 Theoretical scope:

According to herzberg (1954) Motivator-Hygiene Theory {Herzberg’s motivator-

hygiene theory suggests that job satisfaction and dissatisfaction are not two opposite ends
of the same continuum, but instead are two separate and, at times, even unrelated
concepts. ‘Motivating’ factors like pay and benefits, recognition and achievement need to
be met in order for an employee to be satisfied with work. On the other hand, ‘hygiene’
factors (such as, working conditions, company policies and structure, job security,
interaction with colleagues and quality of management) are associated with job
dissatisfaction.

1.4.3 Content scope:

Scope of content was the definition and concepts of job security, factors that
affect job security, definition of employee job satisfaction and factors that effect on
employee Job satisfaction, theoretical perspective, related studies and research gap.

1.4.4 Time scope:

This research were taking during March up to June 2021.

1.5 Significance of the Study

1.5.1 Sagaljet Company

This study provide to the sagaljet to create, focus, a job satisfaction environment and
enhance employee job security. Also the findings of this study will be enable to the
managers of sagaljet to identify the various job satisfaction programs to develop job
security of employee.

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1.5.2 Government

The study provides the Government of Somaliland to get with an insight on how
to review, design, develop and implement new occupational job security also to improve
the job security in the workplaces.

1.5.3 NGO’s

One of the primary goals of organizations is to optimize human resource to achieve

set targets. Issues of job security within organizations are critical in the accomplishment
of tasks. Also The findings of the study will be enable the management and employees
to identify the various Job security program hence relevant information on the way
of improving employee job satisfaction by enhancing the job security standards on
the job. Organizations are also recognize that job security of employees influence level
of satisfaction.

1.5.3 Private sector organizations

The completion of this study is also benefit other private sectors, to create positive
high satisfied environment for their employees. And it will be shade lights on how useful
the job security on the organization well-growing. It helps to reduce the causes that
leads to be employees dissatisfied or poor job security.

1.5.4 Other researchers

Finally the research will be benefit to other researchers as they may use it
as a reference guide when carrying out a similar study on the effect of the job
security on the employee job satisfaction.

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 Job security Employee job satisfaction

Working condition Performance Appraisal

Health and safety Supervision and

Promotion

Intervention variables

Training
Motivation
Attitude and skill

1.6 conceptual framework

1.7 Operational Definitions

Job security: in this research the word of job security is the probability that an individual
will keep his\or her job a job whit a high level of the job security is such that a person
whit the job would have a small chance of losing it.

Employee job satisfaction: in this research the word of employee job satisfaction is the
extent to which employees are happy or content with their jobs and work environment.

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 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.0 Introduction

This chapter focuses on the review of relevant literature of job security on

employee job satisfaction , and other core aspects of the study. Areas such as concept
of job security, importance of job security, factors affecting the job security, concept of
employee job satisfaction, importance of job satisfaction, factors Affecting employee job
satisfaction , theoretical perspective, related studies and research gab.

2.1 Concept of job security

According to james (2012) Job security is defined as the assurance in an employee’s

job continuity due to the general economic conditions in the country. According to (Simon,
2011) it is concerned with the possibility or probability of an individual keeping his/her
job. It deals with the chances of employees keeping their jobs in order not be unemployed

According to Arabi (2000), job security is the feeling of having a proper job
and the assurance of its continuance in future as well as the absence of threatening
factors. If individual A feels that he/she will continue his/her job until the end of
his/her service and will not be threatened by individual B to play his/her proper
job roles and tasks, such person enjoys job security.

2.2 Importance of job security

According to Locke (1977) when it comes to improving your financial stability,

keeping your career goals on track is the most important thing you can do. Employees
who settle into a long term position are likely to achieve their career goals, and this will
positively affect their personal lives and financial situations.

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 Instead of worrying about short term problems, fretting about bills and debts, and
stressing about what management might be thinking about their future with the company,
your employees can relax and do their best work. By doing their best work and
concentrating on their career trajectory, they can build status in your field and save for
their retirement. It is those employees who don’t fear for their jobs who are the ones who
will perform to their highest levels. You are likely to get the best work from them when
they feel secure.

2.3 Factors affecting the job security

2.3.1 Industry

According locke (1976) Some industries are prone to high turnover or minimal job
security, while others historically offer more job security. Government employees typically
enjoy a high level of job security, because government agencies usually have very
concrete policies to protect the rights of workers. Jobs in start-up technology companies,
on the other hand, may have less potential for longevity based on the fleeting nature of
the industry, products and services. Because the success rate of start-up companies is
low and technology evolves so quickly, companies and jobs may come and go.

2.3.2 Specialized Skills

According opcara (2002) the more specialized your skillset as an employee, the
more indispensable you are to employers. Computer programmers, engineers and medical
doctors all tend to enjoy reasonable levels of security, because they have expertise that
is hard to replace. This also contributes to high pay in most cases. Further developing
your skills can strengthen your job security even more. Advanced college degrees
contribute to your stability relative to people who don't hold such degrees.

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2.3.3 Attitude

Even when your technical skills aren't as distinct from those of others in your field,
you can separate yourself from the pack with your attitude. A positive attitude, solid work
ethic, willingness to go above and beyond, and commitment to the company and clients
can all improve your job security. This is especially true if you work in a crowded
department or a business at risk for downsizing when sales slump.

2.4 Health and Safety

According Armstrong (2009), Health and safety programs, policies, exist to

protect employees and other people (public) against hazards arising from
employment. Health and safety concerns everyone in the organization although the main
responsibility lies with management in general and individual managers in particular.
According to Armstrong, (2009),The management should develop and implement
health and safety policies and ensure that procedures for carrying out risk assessment,
safety audits and inspections are implemented Importantly, the manager has the
duty of monitoring health and safety performance and taking corrective action
where necessary.

according to Cole, (2007),Managers can greatly influence health and safety

because they are in authority and it’s up to them to constantly check on unsafe
conditions and take action as they are also responsible for ensuring employees
are aware of health and safety hazards and they do not take risks. statement should
describe the health and safety organization of the company through which high
standards are set and achieved by people at all levels in the organization.

This statement should underline the ultimate responsibility of top management for
the health and safety performance of the organization. It should then indicate how key
management personnel are held accountable for performance in their areas. The role
of safety representatives and safety committees should be defined, and the duties

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of specialists such as the safety adviser and the medical officer should defined
too.

2.5 working Condition and Work Group:

According to Walker and Guest (1952) the work group does serve as a source of
satisfaction to individual employees particularly in construction firms. It provides group
members with the opportunities for interaction with each other.
According to Feldman et al (1983) found that “isolated workers disliked their jobs and
gave social isolation as the principle reason”.

According to Baron and Greenberg (2003) the absence of such working conditions,
amongst other things, can impact poorly on the worker’s mental and physical well-being.
According to Robbins (2001) advocates that working conditions influence job satisfaction,
as employees are concerned with comfortable physical work environment. Consistently,
there seem to be positive correlation between working conditions and job satisfaction.
According to Barnowe et al. (1972). Employees prefer pleasant working conditions
because they facilitate getting the work done efficiently. Adequate tools and equipment
help employees accomplish their work goals.

2.6 Concept of job satisfaction

According locke (1978) Job satisfaction refers to a person’s feeling of satisfaction

on the job, which acts as a motivation to work. It is not the self-satisfaction, happiness or
self-contentment but the satisfaction on the job. Job satisfaction relates to the total
relationship between an individual and the employer for which he is paid. Satisfaction
means the simple feeling of attainment of any goal or objective. Job dissatisfaction brings
an absence of motivation at work. Research workers differently describe the factors
contributing to job satisfaction and job dissatisfaction.

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 Hoppock (1978) describes job satisfaction as, “any combination of psychological,
physiological and environmental circumstances that cause and person truthfully to say I
am satisfied with my job.” Paul E. Spector (1997) summarizes the findings concerning
how people feel towards work, including: cultural and gender differences in job
satisfaction and personal and organizational causes; and potential consequences of job
satisfaction and dissatisfaction. He provides with a pithy overview of the application,
assessment, causes and consequences of job satisfaction.

2.7 Importance of job satisfaction

According to (McBride, 2002) First, it is a primary responsibility of organizations to

ascertain that employees are satisfied with their jobs through measurements, but also to
find out the causes of dissatisfaction when employees are not feeling satisfied High
employee job satisfaction decreases Turnover: turnover can be one of the highest costs
attributed to the KR department. Retaining workers help to create a better environment,
and makes it easier to recruit quality talent and save money.
According to Medina (2012) found that job satisfaction was strongly inversely correlated
with turnover intention and this relationship was mediated by satisfaction in workplace
culture. The study provides evidence that should be further explored to aid in the
understanding of employee turnover and job satisfaction; particularly how job satisfaction
and employee turnover relate to workplace culture.

High employee job satisfaction decreases Turnover: turnover can be one of the highest
costs attributed to the KR department. Retaining workers help to create a better
environment, and makes it easier to recruit quality talent and save money.
According to Medina (2012) found that job satisfaction was strongly inversely correlated
with turnover intention and this relationship was mediated by satisfaction in workplace
culture. The study provides evidence that should be further explored to aid in the

13
understanding of employee turnover and job satisfaction; particularly how job satisfaction
and employee turnover relate to workplace culture.

According to Medina (2012) found that job satisfaction was strongly inversely
correlated with turnover intention and this relationship was mediated by satisfaction in
workplace culture. The study provides evidence that should be further explored to aid in
the understanding of employee turnover and job satisfaction; particularly how job
satisfaction and employee turnover relate to workplace culture.

2.8 Factors effecting employee job satisfaction

2.8.1 Leadership style

According to Mitzberg (1973),The leadership of an organization is a complicated

issue since it is influenced a lot of dynamism of the circumstance of the day
argues that sound leadership ensures high level of satisfaction among the
employees, according to him, a good leadership is that which inspires confidence
among the employees, provides the right direction among the employees and provides
vision to the employees. In other words, a good leader of a company ensures that each
employee meets his/her set targets and that everybody is working in line with the
ultimate goal of the company.

According to Cole (1997) suggests that the contingency approach to leadership is

the best where a leader needs to strike a balance between the needs of the team, the
requirement of the task, the nature of the organization climate and the pressures
exerted by the situation at hand. Under this approach a leader will be flexible enough
to change his behavior according to the circumstances.

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2.8.2 Age:

According to (Robbins and Odenaal, 2003) Mixed evidence exists regarding the
relationship between age and job satisfaction delineate that, older employees are
generally happier with their jobs than younger employees, while people who are more
experienced in their jobs are more highly satisfied than those who are less experienced.

2.8.3 Gender:

According to Murray and Atkinson (1981) investigated gender differences as

determinants of job satisfaction. The reflection of the study revealed that females attach
more importance to social factors, while their male counterparts place greater value on
pay, advancement and other extrinsic aspects. In support, maintain that there is a
significant difference between males and females in terms of job dimensions impacting
on job satisfaction.

2.8.4 Performance appraisal

According to Nzuve (1997), in an organization, employees must be constantly

evaluated by the management. This is a formal way of informing an employee of how
he/she is progressing. It can be conducted on a regular basis, for instance six months or
one year. This will help the employees to double their efforts so as to improve
satisfaction. Those employees under probation can be fully absorbed. Therefore
performance appraisal is good for both the employer and the employee in that the two
will be in a position to adjust their modes of operations to ensure high levels of
satisfaction.

According to Mohanty (1988) The type of performance appraisal that is used to

evaluate an employee‘s performance must be comprehensive. This means that the tool
used for evaluation must cover both the quantity of the produce an employee has
registered as well as the quality of the produce. A true assessment tool must also

15
factor in the environment in which an employee is operating on and determine
whether it‘s conducive for the employee or not.

2.8.5 Supervision and Promotion opportunities:

Supervision forms a pivotal role relating to job satisfaction in terms of the ability of the
supervisor to provide emotional and technical support and guidance with work related
tasks (Robbins et al., 2003). According to Ramsey (1997), supervisors contribute to high
or low morale in the workplace. The supervisor’s attitude and behaviour toward employees
may also be a contributing factor to job related complaints (Sherman &Bohlander, 1992).

In the construction sector, supervisors who establish supportive personal relationship

with subordinates and take personal interest in them contribute to their employees’
satisfaction (Halpine &Winer, 1957). Promotional opportunities do affect job satisfaction.
The desire to be promoted is strong, especially among business executives.
According to Locke (1971), desire for promotion includes the desire for higher earnings,
social status, psychological growth and desire for justice.

2.8.6 Proper training

According to Armstrong(2001), training refers to the formal as well as the

systematic change of behaviour and attitudes of the employees through continuous
learning, education and instructions as well as experiences. The importance of
employees undergoing further training is to add their value both at personal level and
at the company level. In addition to that skills are developed and generally of employees
will be improved.

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According to Cole (1997) argues that training plays adual function, namely utilization and
motivation to an employee They give an employee capacity to utilize human
resources, gives him mastery of their work and the opportunity of being recognized
by the management. However Cole warns that the kind of training the employee
receives must be relevant to his work and the employee must be enthusiastic to undergo
the training and not see it as a punishment.

2.8.7 Motivation

According to Handy (1996) noted that once employees are paid good salaries,
allowances and given paid leaves. This will enable them to access physical goods, better
services and improve on their standards of living, besides this the employees will
double their efforts so that they are promoted at their work places.

According to Filippo (2003) on the other hand observes that the performance
appraisal will assist the supervisor or the evaluator to influence and direct the
performance of the employees. This means that the performance appraisal measure is
important to both the employer and the employee, or both the evaluator and the evaluate
to the evaluator it act as the goal setting and to evaluate it, It gives them a performance
target so that in future their double their efforts.

2.8.8 Employee’s skills & attitudes

According to Genebra(2003) observed that the levels of an employee‘s morale,

attitudes, skills and knowledge are very key in the satisfaction of employee. According
to Light (2006) noted that by the decision of the management to empower its
employees will make the employees to feel satisfied. This means that absolute
authority would be given to the employees to decide on basic issues that deal with the
expenditures through empowerment. This directly makes the employee to continue
having the desire to work for the company and make it succeed. Therefore both it
should be noted that when an employee develops his or her personal as well as

17
professional skills, the same employee‘s levels of satisfaction will go high This is because
they determine their behaviour at work.

2.9 Theoretical perspectives

According to (Herzberg 1959) Motivator-Hygiene Theory { Herzberg’s motivator-

hygiene theory suggests that job satisfaction and dissatisfaction are not two opposite ends
of the same continuum, but instead are two separate and, at times, even unrelated
concepts. ‘Motivating’ factors like pay and benefits, recognition and achievement need to
be met in order for an employee to be satisfied with work. On the other hand, ‘hygiene’
factors (such as, working conditions, company policies and structure, job security,
interaction with colleagues and quality of management) are associated with job
dissatisfaction.

According to Maslow (1954) Needs hierarchy theory was one of the first theories
to examine the important contributors to job satisfaction. The theory suggests that human
needs form a five-level hierarchy consisting of physiological needs, safety,
belongingness/love, esteem, and self-actualization. Maslow’s hierarchy of needs
postulates that there are essential needs that need to be met first such as, physiological
needs and safety, before more complex needs can be met (such as, belonging and esteem

2.10 Related study

According to Khan, Nawaz, Aleem and Hamed (2012) in their study discovered that
job safety/ security significantly related to commitment and satisfaction. According to
Abdullah and Ramay (2012) This finding was supported by the research who reported a
significant positive relationship between job security and satisfaction or commitment of
employees. This certifies that job security induces employee satisfaction in any work
situation. In other words, employees who perceive threat of job security may become less
satisfied to the organization they are working for and may decide to quit the job.

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 According The results of studies by Alnajjar (1996) titled the relationship between job
satisfaction and organizational commitment in UAE employees based on job security
indicated that there is significant relationship between job satisfaction and job security
(Ahmad, 1996).

2.11 The research gap

The gap during this study by the researcher is contextual gap because the above
studies it is not conduct before in the sagaljet, Hargeisa, Somaliland. This research and
the other related studies are different from target population, research design and data
analysis tool.

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 CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter presents research methodologies that were used in this study. The
sections of the chapter include the research design, research population, sample size,
sampling frame, sampling procedures, sources of data collection, research instrument,
validity and reliability of the study, data gathering procedures, data analysis, as well as
ethical consideration and limitation of the study.

3.1 Research Design

Research design according to Ossa and Onen (2011) refers to the pattern, a plan
or strategy for conducting research. This study was used descriptive correlation and case
study designs with quantitate approach. This research is adopt a descriptive research
design. According to Malhotra, (2007) a descriptive research design is a scientific method
which involves observing and describing the behaviour of a subject without
influencing it in any way. And case study design since the research will focus on in a
specific place. To determine the relationship between independent variable (job security)
and the dependent variable (employee job satisfaction).This study is concern with the
practices of job security and the work environment factors affecting employee job
satisfaction in sagaljet hargiesa Somaliland.

3.2 Research population

According to Mugenda, (2005) the research population is a complete set of individual,

cases or objects with the same common characteristics to which the researcher wants

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to generalize the results of the study. The research population is 80 and the target
population is 40 of employees in sagaljet headquarter Hargeisa, Somaliland.

3.2.1 Sample Size

according to Amedahe (2004), sampling is the process of selecting a portion

of the population to represent the entire population in the study. According to

Sarantakos, (2005) a sample consists of a carefully selected unit of the population for a
particular study. The target populations are different and include both managers and
employees. The sample size of this study drift from whole population using According
Slovenes formula

So that the sample size of this research will be 36 respondents.

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3.2.2 Sampling Frame

NO Categories Population Sample size

1. Admin & Finance 3 3

2. Human Resource 20 17

3. Sales 3 3

4. Marketing 6 6

5. Production 8 7

Total 40 36

3.2.3 Sampling Procedure

Sampling procedure in this study is probability sampling which is simple random

sampling was used in study since the population consists of managers and employees.
According to Kumar, (1999) the researcher adopted simple random sampling procedure
to select individuals because random sampling method ensures high reliability of
sample, high degree of representatives and allows for generalization of research
findings. According to Sarantokos, (1998) simple random sampling employed to ensure
that all employees stand equal chance of being selected to avoid sample bias and
ensure that the results are reliable enough to be generalized.

3.3 Sources of Data Collection Methods

3.3.1 Sources of Data

Both primary and secondary data were used in conducting the research.

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3.3.2 Primary data

According to Douglas, (2015) primary data is one which is collected for the first
time by the researcher. The study will mainly focus on data collection by using closed
questionnaire. The respondent is consist of the levels of management and operational
staff of sagaljet Hargeisa Somaliland.

3.3.3 Secondary data

According to Kothari (2004) defined secondary data as data that is already

available, referring to the data which have already been collected and analysed by
someone else explained that secondary research involves the use of data gathered in a
previous study to test new hypothesis or explore new relationships.

3.4 Research Instrument

In this study research instrument were questionnaire including following: The

first section of the questionnaire was face sheet and were used to collect demographic
data of the respondents. The second section was dealing job security, And finally the
third section of the questionnaire were dealing with employee job satisfaction.
3.5 Validity and Reliability of the Research Instrument.

3.5.1 Validity

According to Bond (2003) comments that .validity is foremost on the mind of

those developing measures and that genuine scientific measurement is foremost in the
minds of those who seek valid outcomes from assessment. According to Salkind, (2000)
validity is the quality of the test doing what is designed to do.

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3.5.2 Reliability

According to Rosenthal & Rosnow, (1991) the researcher will use test and retest
method to measure the reliability of the data. Test-retest reliability refers to the
temporal stability of a test from one measurement session to another. The procedure is
to administer the test to a group of respondents and then administer the same test to
the same respondents at a later date. The correlation between scores on the identical
tests given at different times operationally defines its test-retest reliability.

3.6 Data Gathering Procedures

Data was collected by the researcher, and got an introduction letter from New
Generation University College to enable for identification by the employees of
sagaljet company in Hargeisa, Somaliland. To provide relevant information for achieving
the research objectives. Questionnaire give out to eligible staff through the various
departments. A cover letter to the questionnaires to introduce the respondents of the
research topic and to avoid any doubt or misunderstanding respondents about the study.

3.7 Data Analysis

The frequency and percentage distribution were used to determine the

demographic characteristics of the respondents. Data analyse through the use of
descriptive statistics which include mean and standard deviations was apply for the levels
of job security on employee job satisfaction. Through used of Statistical Package for
Social Sciences (SPSS).
Pearson’s correlation were used to determine the relationship between job security and
employee job satisfaction.

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3.8 Ethical consideration

According to Creswell (2014) First and foremost, the researcher has an obligation
to respect the rights, needs, values, and desires of the informant. According to Marczyk,
et al (2005) codes of research ethics all emphasizing the protection of human
participants were established to ensure autonomy, beneficence, and justice as it is
insisted .The researcher was maintained confidentiality and privacy to respondents
Address by unnecessarily not exposing the respondents’ identity or names in order to fill
the questionnaires.

3.9 Limitations of the Study

Gathering the information of this study the problems were during the research,
Lack of available research centres in Hargeisa Somaliland. Some areas of data collection
was not easy to get, the area of data collection was far apart. Shortage of time, some
questions were sensitive to response.

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 CHAPTER FOUR

PRESENTATION, ANALAYSIS AND INTERPRETATION OF DATA

4.0 Introduction

This chapter presented the views from respondents which were elicited to
find out the effects of job security on employee job satisfaction in Sagaljet company
Hargeisa, Somaliland. Primary data were collected through questionnaires to address
the objectives of the study which were to: identify job security standards in the
sagaljet to determine the demographic characteristics of respondents and variables
used.
4.1 Demographic Characteristics of Respondents
This section shows the gender of the respondents, age, level of qualification,
working experience, the duration spent in service at Sagaljet Company in Hargeisa,
Somaliland. Responses were analysed using frequencies and percentage distributions as
summarized in this below table.

GENDER Frequency Percent

male 27 75.0

female 9 25.0

Total 36 100.0

AGE Frequency Percent

20-30 19 52.8

31-40 15 41.7

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 41-50 2 5.6

Total 36 100.0

QUALIFICATION Frequency Percent

certificate 2 5.6

diploma 9 25.0

bachelors 19 52.8

masters 6 16.7

Total 36 100.0

NUMBER OF EXPERIENCE Frequency Percent

less than/below one year 6 16.7

1-2 years 16 44.4

3-4 years 14 38.9

Total 36 100.0

Table 4.1 revealed that 75% of the respondents were male while females were 25%.
This table shows that the majority of the respondent were male. The table above depict
that 52.8% of the respondents were within the age group of 20-30 and below
years, followed by 41.7% who were within the age group of 31-40 In addition to
that, respondents within age group 41-50 represented by 5.6%, This shows that
the respondents within 20-30 years were majority in the study.

The table above suggest that 52.8% of the respondents were degree while 25%
of the respondents were diploma and also 16.7% of respondents were master, while
5.6% of respondents were certificate This shows that most of the respondents were

27
degree. Table 4.1 suggest that 16.7% of the respondents had below one year of working
experience, followed by 44.4% of respondents who 1-2years of working experience, and
38.9% of respondents were working 3-4 years. Table 4.1 shows that the majority of the
respondent were 1-2years of working experience. The benefit of demographic
characteristics of the respondent is to get a different ideas since the respondent have
different background and experience.
Table 4.2 Interpretation Guide (Numerical Guide)

# Mean Range Response Mode Interpretation

4 3.26 – 4.00 Strongly agree Very High

3 2.51 – 3.25 Agree High

2 1.76 – 2.50 Disagree Low

1 1.00 – 1.75 Strongly disagree Very low

Source primary data (2021)

4.3 The level of job security in sagaljet company, Hargeisa, Somaliland.

The dependent variable in this study was job security were measured
using ten items all items on job security were Likert’s scale using four points
ranging between 1 strongly disagree 2 disagree 3 agree 4 strongly agree.
The first objective in this study was to determine level of the job security for
which respondents were required to indicate the extent to which they agree
with each of items by filling in the number that best describes their perception
The second objective was to determined levels of job security in sagaljet,
Hargeisa, Somaliland .

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 Table 4.3 gives the summary of the findings. Mean and standard
deviation were summarized the level of job security in sagaljet, Hargeisa,
Somaliland. The findings analysed by using Lrt scale level 1-5 stressing on
various variables of health and safety practices in the sagaljet company. The
respondent’s responses were analysed and described using means as
summarized in table 4.3 below.
Table 4.3 the level of job security in Sagaljet Company, Hargeisa Somaliland
Job security IV
Interpretati
Std. on
Mean Deviation
Manager understands the problem at work 3.03 .910 High
and employee problems.

Organization have good and stable working 2.94 .893 High

environment

Manager care employee’s health and safety. 2.78 .797 High

Working conditions of organization are 2.78 .681 High

convenient
Have chance to participate in designing work 2.75 1.025 High
methods.

Have reasonable and stable income 2.2 1.111 Low

Organization makes material and moral 2.49 .822 Low

possibilities available.

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The more employee have training the more 2.58 1.025 High
they do their job.

Have security and stability in the work. 2.58 .874 High

Attitude of employee can effect the job 3.48 .941 Very high
condition
Over all mean
2.79 0.80
High

Table 4.3 revealed that the level of job security was found to be high (average
mean=(2.79). This was due to the reality that majority of the respondents answered
high which means that the company’s jobs are insecure may result un satisfied of
employees, majority of the respondents agreed that There is good and stable
working environment in the Sagaljet with the (mean2.9).

while the respondent agreed that they are participating design work in sagaljet
(Mean 2.78), in addition to that, that the managers care their employees’ health and
safety this was due to reality that majority of the respondent answered high with
(mean=2.78), also the respondent answered high that the working condition of
organization are in the Sagaljet with (mean=2.78), also the respondent agreed that
there no reasonable and stable income in Sagaljet with ( mean=2.2),
in addition to that, the majority of the respondent agreed that Sagaljet don’t make
material and moral possibilities available (mean=2.49),also most of the respondents
answered high which means the more they have trainings they more they do their job
effectively in Sagaljet with (mean=2.48)in addition to that, the respondents agreed that
there is stable work place with average mean(2.588), also the respondents strongly
agreed that the job attitude of the employee can affect the job condition with average
mean(3.06).

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4.4 The levels of employee job satisfaction in Sagaljet Company, Hargeisa,
Somaliland

The third objective was to determine the level of employee job satisfaction in Sagaljet
Company, Hargeisa, Somaliland. Table 4.4 gives the summary of the findings. Mean and
standard deviation were summarized below.
Table 4.4 the levels of employee job satisfaction in Sagaljet Company,
Hargeisa, Somaliland
Employee job satisfaction DV
Std. Interpretation
Mean Deviation
Employee must have secure job to be 3.32 .845 High
satisfied
feeling paid a fair amount for the work I do 2.92 .967 High

There is really too little chances for 2.86 .961 High

promotion on job.
Performance appraisal increase the 2.83 1.108 High
motivation of employee.

Feeling proud to be associated with the 2.75 .906 High

company.
Not satisfied the work you do. 3.72 1.849 Very high

Satisfied with current compensation and 2.69 1.064 High

benefits offered by company.

All employees have an equal opportunities 2.58 .906 High

to further their education

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 Many of organization’s rules and producers 2.49 .939 Low
make doing a good job difficult

Have a good working relationship with 2.50 1.028 Low

colleagues.
Over all mean 2.68 1.02 high

Table 4.4 discovered that the level of employee job satisfaction was found to be
high (average mean=(2.67). Due to the reality that majority of the respondents agreed
that there is a fair paid in Sagaljet Company. In addition to that, the respondents agreed
that Sagaljet has no chances on job promotion with average mean(3.78), on the other
hand the respondent agreed that performance appraisal increases the motivation of
employee with (mean=2.83), also respondents agreed that they are feeling proud to
associate the Sagaljet company with (mean=2.72),

in addition to that, the respondents strongly agreed they are not satisfied their
work (mean=3.64),on the other hand to, the respondent agreed that they are satisfied
the current compensation and benefit that Sagaljet company offered (mean=2.69),
while the respondent agreed that employees have an equal opportunities further their
(mean=3.72),also the respondent dis agreed generally, there is many of organization’s
rules that makes job difficult (mean=2.49), in addition to that, the respondent answered
low which means that there is no relationship between managers and colleagues
(mean=2.5).

32
According to Abdullah and Ramay (2012) this finding was supported by the research who
reported a significant positive relationship between job security and satisfaction or
commitment of employees. This certifies that job security induces employee satisfaction
in any work situation. In other words, employees who perceive threat of job security may
become less satisfied to the organization they are working for and may decide to quit the
job.

Table 4.5 the relationship between job security and employee job satisfaction.

Variables Pearson Level of Interpretation Decision

on Ho
Correlated (r) Value Significance

Job security 0.35 0.03 Weak positive Rejected

and significant
employee relationship
job
satisfaction.

Source primary data (2021).

Relationship between job security and employee job satisfaction

Table 4.5 presents correlation results between job security and
Employee job satisfaction It indicates that the correlation between is
significant (r=0.35; sig. =0.03). This implies that the job security highlighted
a positive significant relationship to the Employee satisfaction. This is an
indicator that the better observing the causes and Employee satisfaction
with conflict management. Therefore null hypothesis is rejected and
alternative hypothesis is accepted to the fact that job security brings
Employee to become un satisfied.

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 CHAPTER FIVE

FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

5.0 Introduction

This chapter presents the summary of the findings guided by the study objectives.
It also includes conclusions, recommendations for the study were made.
5.1 Summary of the Findings

Us a researchers we found that 75% of the respondents were male as we

mentioned the above table so that the majority of the respondent were male, the table
above depict that 52.8% of the respondents were within the age group of 20-
30 and below years, so we realize the respondents within 20-30 years were majority
in the study. During our study we found that 52.8% of the respondents were degree
This shows that most of the respondents were degree, , followed by 44.4% of
respondents who 1-2years of working experience, so table 4.1 shows that the majority
of the respondent were 1-2years of working experience.

We revealed that the level of job security was found to be high (average
mean=(2.79). This was due to the reality that majority of the respondents answered
high which means that the company’s jobs are insecure may result unsatisfied of
employees.
Table 4.4 discovered that the level of employee job satisfaction was found to be high
(average mean=(2.67). Due to the reality that majority of the respondents agreed that
there is a fair paid in Sagaljet Company.
The above table summarizes the results of the correlation the Pearson correlation
showed positive correlations of .35 which is statistically tested at 0.03 level of
significance. Job security has significant positive influence on employee job satisfaction
and for that matter, high maintenance of job security would result in higher
employee job satisfaction.

34
5.6 Conclusions
The study conducted to identify the effect job security on employee
job satisfaction revealed several pertinent findings.
Firstly, the researchers investigate that the main causes of job security is
poor environment and scarce of resource in sagaljet.

Secondly, from the findings the study concluded that the job security
strategies are crucial for the attainment and achievement of organizational
goals and objectives. In other words, if the management is not
knowledgeable in job security strategies, it will affect the employee
satisfaction negatively but if job security is constructively managed, it will
enhance employee satisfaction thirdly, the findings led to a conclusion that
there was a positive and significant relationship between employee
satisfaction and job security of the employee. This implied that the higher
the employee feeling secure, the more the satisfaction of employee
increased.
Lastly, this research work analysis the clear picture of important role which
job security play on employee satisfaction and the entire organization in
sagaljet Company. In view of this, the researchers rightly conclude that if the
organization can effectively and efficiently focus on job security of the
employee, this will lead to high level of employee turnover which will result
into achievement of the organizational goals and objectives. Successfully
focusing of job security has a domino effect, allowing managers to create a
workplace where employees can thrive.

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5.7 Recommendations

The following recommendations are made in order to improve the sagaljet’s

job security and employee job satisfaction.
The Sagaljet Company should give more consideration for the needs and concerns of
their employees’ satisfaction.
The Sagaljet Company should have a written Job security policy that includes
minimize the risks and predict the risks that may arise in product quality and reliability.
Furthermore, management should clearly define job security responsibilities for all
levels of staff in the Sagaljet and practice in a good way.
Sagaljet should conduct frequent training which if possible should be monthly to
train employees on job security policies and every employee working in the Sagaljet
should attend regardless of level of education so as to enhance its satisfaction.

Sagaljet should give employees more awards to retain them a work and
become their performance good also sagaljet should create a happy work place that
makes employee more satisfied.
Sagaljet should encourage honest communication with employees and keeping lines of
communication open and let him/her know that if he/she has any concern about this
position.
Sagaljet should show employees present future timeline of goals, and provide them
clear view of the company’s health and that you will need them in the foreseeable
future.

36
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