employee and service quality final.edited.docx

Research Proposal 1
IMPACT OF EMPLOYEE SATISFACTION AND QUALITY OF SERVICE FOR ONLINE
BUSINESSES IN MALAYSIA
The Name of the Class (Course)
Professor (Tutor)
The Name of the School (University
The Date

Research Proposal 2
Contents
CHAPTER ONE .............................................................................................................. 4
1.0 Background of study .............................................................................................. 4
1.2 Problem Statement ................................................................................................ 5
1.3 Research Questions .............................................................................................. 5
1.4 Research Objectives.............................................................................................. 6
1.5 Significance of Study ............................................................................................. 6
1.6 Scope of Study....................................................................................................... 6
1.7 Chapter Summary.................................................................................................. 6
CHAPTER TWO.............................................................................................................. 7
2.0 LITERATURE REVIEW.......................................................................................... 7
2.1 Introduction ............................................................................................................ 7
2.1 Theoretical literature review................................................................................... 8
2.1.1 The Theory of Equity ....................................................................................... 8
2.1.2 Herzberg's theory of dualities .......................................................................... 8
2.1.3 Career Stages of Development theory............................................................. 9
2.1.4 Career Stage Theory ....................................................................................... 9
2.2 Variables.............................................................................................................. 10
2.2.1 The level of employee satisfaction................................................................. 10
2.2.2 Service Quality............................................................................................... 12
2.2.3 Quality of Employee Service measurements ................................................. 13
2.2.4 Dimensions of the Satisfaction of Employees................................................ 14
2.4 Relationship between service quality and employee satisfaction......................... 16
2.5 Hypothesis Development ..................................................................................... 16
2.6 Chapter Summary................................................................................................ 17
CHAPTER THREE........................................................................................................ 18

Research Proposal 3
3.0 RESEARCH METHODOLOGY............................................................................ 18
3.1 Introduction .......................................................................................................... 18
3.2 Research Design ................................................................................................. 18
3.3 Target Population................................................................................................. 18
3.4 Sample Design..................................................................................................... 18
3.5 Data Collection..................................................................................................... 19
3.6 Reliability and Validity .......................................................................................... 19
3.7 Data Analysis....................................................................................................... 19
3.8 Summary.............................................................................................................. 20
REFERENCES.............................................................................................................. 22
Appendices ................................................................................................................... 24
Questionnaires........................................................................................................... 24

Research Proposal 4
CHAPTER ONE
1.0 Background of the study
Most techniques in the business sector focus on introducing new service delivery
methods to manage consumers or developing new regulations to reach the target;
nevertheless, most situations overlook the physical and emotional requirements of
employees. As a result, it is useful to investigate the linkages between management
practices and the level of satisfaction experienced by employees. According to Max
Weber, the quality of service an organization provides is more likely to be impacted by
logic as opposed to its members' irrational thoughts and intents (Weber, M. 1978). Max
Weber believed that every client should have an official work commitment, that the
organization should act lawfully, and have an articulated purpose. If the job is properly
divided, the organization could be able to increase its level of productivity. After the public
examination, he advocated that each position be used in accordance with its credentials,
in addition to the concept of free contracting, to maximize the potential of each employee.
In line with his conception, the organization's hierarchy is organized in a manner that
features management layer-by-layer basis. The positions held by each member inside
the organization serve as the foundation for the command and control structure that the
business maintains.
There should be no room for personal prejudice in hiring new employees or promoting
current employees based on their credentials or performance. In addition, it is vital to
ensure that the members have a clear grasp of the roles, responsibilities, and scope of
work they are assigned. It is also important to boost productivity by receiving technical
training. Ultimately, but certainly not least, salary and promotion plans suggested by
employees must be taken into account and implemented within businesses. Establishing
a pay scale that represents each employee's obligations and a method for rewarding,
disciplining, and promoting those who go above and beyond their duty should be a priority
for each employer. Organizing is superior to the traditional organizational structure since
it increases the effectiveness of the company. Organizations currently view this kind of
management as impersonal; nonetheless, it is possible for start-ups that require a
consistent organizational structure based on protocols because of its streamlined nature.

Research Proposal 5
There are a variety of private companies as well as government bodies participating.
There are many different ways to understand what "happy employee" means, and each
author has a unique point of view on how this relates to "work efficiency." Above all other
employee satisfaction models, Lawler and Poter's approach emphasizes the importance
of providing employees with incentives (Lawler, E. Porter, L. 2008). Employee satisfaction
can be affected by various factors, including employee characteristics, performance, job
perspectives, and corporate performance (Christen, M. Soberman, D. 2006). As a
consequence, it is essential to consider the fact that a variety of internal and external
elements, such as the kind of services rendered, can affect the level of client satisfaction.
As society advances, more and more issues are coming to light, and one of these
concerns is the influence that the quality of service has on the level of satisfaction
experienced by the employee. Because of the distinct management structure and the
ordered flow of work, having a more bureaucratic workplace may increase productivity
and the level of pleasure experienced by employees. Conversely, a client's level of
pleasure as an employee may be severely impacted if the workplace is defined by a
management style distinct from their norm.
1.2 Problem Statement
It is time for online businesses to modernize their management strategies, human
resource capabilities, and technological infrastructure (Brian, 1999). As a result, providing
high-quality services has a dual benefit: it helps businesses gain a competitive advantage
while improving the quality of their services. An industry that was once derided has
evolved into one in which strategic employee service, advertising, information technology
application, and strategic alliances are all prevalent features (Ivy, 2007). This corporate
shift prompts research on internet firms and their quality of service. Employee happiness
and service quality in internet enterprises have not been studied to the best of the
researcher's knowledge. This research aims to fill the knowledge gap by examining the
link between employee happiness and service quality.
1.3 Research Questions
(a) what is the correlation between employee satisfaction and service quality in online
business?

Research Proposal 6
(b)what is the impact of employee satisfaction and service quality in online business?
1.4 Research Objectives
To establish the relationship between employee satisfaction and service quality in online
business
1.5 Significance of the Study
This study will have a tremendous influence, particularly in providing high-quality
employee service, which is essential to the sustained success of any business. They plan
to improve their service quality by making the workplace more enjoyable for their
employees. As part of this effort, worker initiatives encourage employee happiness and
improve service quality. This study is a foundation for further exploration into how work
environment influences employees' stress levels and emotional stability." Employees will
be happier, and the quality of their work will increase due to methods to offset the effects
of the environment.
1.6 Scope of the Study
The study will incorporate businesses operating online in Malaysia, where the
questionnaires will be sent to people in these businesses incorporating both employers
and employees. The research is targeting 100 respondents from online businesses in
Malaysia.
1.7 Chapter Summary
A business's capacity to fulfill its employees' requirements is essential to its success. The
firm will be able to evaluate its position in the market and its overall performance as a
result. A wide range of factors may contribute to the level of satisfaction experienced by
consumers. The fact that all variables are linked illustrates the degree to which they
depend on one another. To provide the highest possible level of service to employees, it
is important to consider various factors, including empathic considerations, assurances,
responsiveness, reliability, tangibility, and service quality. According to the regression
analysis findings, this independent variable affects the degree to which employees are
satisfied with the delivery of network services. It is vital to carry out a service quality
analysis to guarantee that one's clients are happy with the product or service provided.

Research Proposal 7
CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Introduction
Employee satisfaction can be defined as the degree to which a product or service's
features, or even its very existence, make an employee happy enough to recommend the
product or service to a friend. In other words, if an employee is satisfied with a product or
service, they are more likely to recommend it. Because of the possibility that they will
conduct business with a rival, businesses can no longer afford to take their employees for
granted. Within sporting organizations, there is never an instance in which an exception
to a rule is made. The overall grade of employee satisfaction measures how well a
company can fulfill the requirements set out by its clientele. Great word-of-mouth among
employees, employee loyalty, and cross-sales are all potential benefits for firms that
cultivate positive work environments for their employees. Since the dawn of time, diehard
sports fans have believed that the level of pleasure experienced by employees is a vital
determinant of future attendance at sporting events (Yoshida & James, 2010). The only
way for athletes who watch athletic events to be content is if they have the impression
that the experience was worth the money they spent on it. Possibly, even the most
fundamental sporting good has some worth (competition). There is a possibility that the
spectators may experience a heightened sense of belonging as a result of the electric
atmosphere, enthusiastic throng, and several other types of social connections that are
prevalent at the stadium.
Research into employee happiness is an extremely important component of management
and marketing due to the clear correlation between happy employees and increased
profits (Van Leeuwen, Quick, & Daniel, 2002). The idea that one happy employee may
lead to many happier employees elsewhere is the impetus behind the creative effort.
Businesses have the potential to profit in the long run from satisfied consumers in a variety
of ways, including through positive word of mouth, cross-selling, and employee loyalty. It
has been widely acknowledged for some time that providing high-quality employee
service is essential to a successful strategy for retaining existing employees. On the other
hand, research hardly ever dissects the concept of employee satisfaction into its

Research Proposal 8
component pieces (Byon, Zhang, & Baker, 2013; Yoshida & James, 2010). Employees
can engage with a company in several different ways, depending on the nature of the
business.
2.1 Theoretical literature review
2.1.1 The Theory of Equity
Adams's (1965) equitability theory is based on how employees perceive their
compensation in proportion to others in comparable jobs, with equal credentials or training
and putting in the same amount of work. My salary and other dimensions' positions are
considered, in theory, based on two ratios: mine/others and mine/others. The employee's
feeling of inequality and unhappiness occurs if one's ratio is uneven to another's with
whom the employee compares. As a theory of incentives or handling of salaries, equity
theory is influenced by several internal and external aspects (Rajiv et al., 2000). Valence,
clarity of structure, instrumentality, previous pay treatment, and expectations are some
internal moderating variables.
2.1.2 Herzberg's theory of dualities
Work aspects were divided into motivators and hygienic elements by Herzberg (1987).
The lack of motivators would create no satisfaction and unhappiness, which is why they
are so important. Accomplishment and promotion are two of the most important factors.
Dissatisfying occurrences are known as hygiene factors, and their existence would not
lead to contentment. Company policy and administration, supervision, relationship with
superior, work conditions, compensation relationship with peers, personal life, and
relationship with subordinates' status and security are all included in these categories.
According to Herzberg (1987), intrinsic satisfaction, which affects attitudes, stress, morale
commitment, and therefore employee satisfaction, is a motivator; extrinsic satisfaction,
which does not affect motivation or satisfaction, is a hygiene factor; Employees that are
happy in their jobs have lower turnover, more productivity, and higher quality work
(Babakus et al., 2003).

Research Proposal 9
2.1.3 Career Stages of Development theory
Workers go through four professional stages: exploration, establishment, maintenance,
and disengagement, according to Mowday et al. (1982). Each stage of an employee's
career has a particular set of challenges and rewards. Employees must be identified at
the right stage of development, and their requirements must be met in accordance with
that stage. As a result of their inexperience, employees in the exploratory stage tend to
be less committed to the company overall. They prioritize survival and belonging above
everything else. More establishment-stage employees worry about wage increases,
promotions, attaining success, and job security than other workers do (Slocum, 1996).
Through experience, coaching, and mentorship, a person's skills and potential can be
developed. Maintenance workers are at the pinnacle of their professions. Rather than
aiming for more success, they are more concerned with maintaining their current status
quo at work, including their position and performance (Armstrong, 2012). People who are
disengaged from their jobs do not perform as well because they are emotionally and
mentally detached from them.
According to Oliver's observations, classic examples are employees' attitudes toward
products like tickets to a live sporting event or things that have been lawfully licensed
(1980). When an employee gets a favorable impression of the quality of a product, they
are more inclined to buy that thing again in the future (Cunningham & Kwon, 2003; Zhang
et al., 2003). Fans of various sports who are pleased with the items they have purchased
are more likely to continue attending games featuring their favorite teams, which
ultimately results in a rise in sales (Cunningham & Kwon, 2003; Kaplanidou & Gibson,
2010). It may result in unfavorable ideas and perceptions of the product, negative word-
of-mouth actions that are harmful to other potential consumers, grudges, complaints, or
even the termination of the product.
2.1.4 Career Stage Theory
Workers move through four distinct professional stages: exploration, establishment,
maintenance, and disengagement, according to Mowday et al. (1982). Each stage of an

Research Proposal 10
employee's career brings a distinct set of obstacles and rewards. Employees must be
recognized at the right growth stage, and their needs must be supplied. Mismatches
between the professional stage and need will not lead to desired fulfillment, according to
Hall (1984). As a result of their inexperience, personnel in the exploratory stage tend to
be less dedicated to the organization overall. They prioritize survival and belonging above
all else. More establishment-stage employees worry about income increases,
promotions, achieving success, and job security than other workers do (Slocum, 1996).
Through experience, coaching, and mentorship, a person's skills and potential can be
developed. Maintenance workers are at the height of their professions. Rather than
aspiring for additional achievements, they are more concerned with maintaining their
current status quo at work, including their position and performance (Armstrong, 2012).
People who are disengaged from their jobs do not perform as well because they are
emotionally and psychologically detached from them.
2.2 Variables
2.2.1 The level of employee satisfaction
In the sports industry, the capacity of a facility to provide service to its patrons is referred
to as "service quality," which is a phrase. Temperature and sound, for instance, are
tangible and non-tangible facets of employee service that contribute to an overall
enhanced experience (Hoffman & Turley, 2002). According to Bitner (1992), the quality of
the service offered may affect the level of pleasure a client feels. A sporting event venue's
general layout and operation comprise several components, including the entrances and
exits, seating and aisles, food service lines, and security and facility areas. As instances
of aesthetic beauty, consider the relevance of aspects such as the state of sanitation, the
signs, and the surroundings around you. Because of the different ways in which people
understand these two criteria, sporting activities will either be pursued or avoided by those
individuals based on the prejudices they have regarding those factors (Wakefield &
Blodgett, 1994). In this section, we will discuss how the quality of service may influence
the level of happiness experienced by sports fans.
When discussing the "safe environment dimension," the product and the setting in which

it is found are of the utmost importance. We already know that the store is packed with
people from various backgrounds. It's possible that those who refer to themselves as
"dysfunctional fans" will use the merchandise to self-express. Consequently, they may
behave unpredictably, perhaps becoming hostile. In this regard, the organizers are
obligated to ensure that every guest's safety is adequately ensured. According to a study
conducted by the Australian Institute of Criminology, there has been an upsurge in violent
incidents in public venues like supermarkets and marketplaces (2010). Employees have
a desire to have a sense of safety and protection.
The success of these events must have clients who have received enough training from
the firm. Employees working on the sales floor are responsible for ensuring they leave
the business entirely satisfied with their purchases and overall shopping experience. The
guests will be delighted and content with the accommodations made if parking, security,
and ticket counters are available. There are a variety of elements that might have an
impact on an employee's level of satisfaction with their purchases and the likelihood that
they will come back in the future. A client's level of happiness with the commercial services
they receive may be very accurately measured during sporting events. Employees'
impressions of a company are formed by several different aspects in addition to the
product or service that the company provides. Because of the complexity of the human
experience, Verhoef and his colleagues claim that managers have a difficult time
conceptualizing and promoting excellent employee experiences (2009). According to
preliminary research, satisfied consumers are more likely to return, attend events more
frequently, remain loyal to the business, and purchase more of its products.
Employees' opinions on the quality of the service received are the primary factor in
determining whether they will have a favorable or unfavorable reaction to the services
provided (Zeithmal, 2006). The expectations of the consumer, their recent experiences,
and their current perspectives all have an impact on the quality of the service (Spreng et
al., 1996). The value of a product or service can only be evaluated once a person has
used it or interacted with it in some way. To get a complete understanding of the service,
you need to have some prior experience with this service. Expectations may be ex-ante
or ex-post, as Nimako et al. (2012) stated. The pre-service expectations of a consumer

are referred to as their "ex-ante" expectations. Ex-post expectations are those that an
employee has after making their first purchase of a product or using a service for the first
time. The "ex-post" expectations of a consumer are used to determine the quality of
service. A person's daily experience is characterized by Azzolin (1993) through the use of
contamination and pollination effects. [Citation needed] The "contamination effect"
happens when a client's adverse opinion of a service event affects how they evaluate
subsequent service interactions. This can happen when a consumer receives the same
service several times.
The pollination effect occurs when a consumer anticipates having a good experience with
the company's products or services in the near future. According to Tiernan (2008), a
three-perception of service quality is defined as a prolonged encounter that results in a
favorable or unfavorable mental placement of service, in addition to other service
providers who are either affiliated with or unrelated to the service. According to Zeithmal
et al. (2006), the difference between what people anticipate, what they get, and what they
think they get when they utilize a service is a difference that makes up service quality.
When it comes to service quality, there is a distinction between service quality that
contains gaps and service quality that does not have any gaps at all. When a consumer
interacts poorly with a business's employee service, the resulting damage to their
emotional capital is more severe and long-lasting (Mohammad et al. 2006). When
calculating an individual's emotional capital, all of that person's emotional responses are
summed together and given a value. Dissatisfaction and disappointment, both of which
are associated with negative emotional capital, can sometimes lead to reduced emotional
capital.
2.2.2 Service Quality
Service quality is the value added in the production process that makes a product the
satisfaction to the user. Satisfaction is the value added and is realized in the finished
product or service attributes. The features include packaging, timeliness, differentiation,
pricing distribution, and compliance with the stated standard (Gilbert et al., 2006). Service
quality is interpreted differently depending on individual perspectives and the intended

purpose.
Townsend et al. (1986) discuss quality in fact and quality in perception. Quality, in fact,
refers to the established quality specifications. Quality criteria are contained in service
charters that are produced by management. Service charters reflect the quality or level
of service that consumers anticipate in terms of efficiency in delivery, pricing, feedback,
reliability, and management’s commitment (Zeithmal et al., 2006). Quality in perception,
on the other hand, relates to the customer’s feelings about the service supplied on the
first interaction. The perception generated depends on the service provider’s capacity to
continually satisfy or surpass customers' expectations (Mosahab et al., 2010). When the
consumer receives the service quality expected continually, he attains a steady state of
equilibrium and becomes a loyal customer who cannot switch to the competition. The
pollination effect occurs when he evolves to be an advocate of the firm’s better services
by proposing them to other potential consumers
2.2.3 Quality of Employee Service measurements
It is difficult to compare the two because user expectations and service features like
intangibility, heterogeneity, and mobility are all intertwined (Zeithmal et al. 2006). When
assessing the level of quality provided by a service, personal attention and empathy are
also considered. When a service provider is reliable, you can rely on them to keep their
word and do what they say. There are price agreements in place, time constraints on the
service delivery, and an assurance that the service will be carried out appropriately right
from the start. Keeping promises made, delivering the service in line with the agreement,
and ensuring that the quality of the product or service meets or exceeds the requirements
set out by the client (Lewis et al., 1990).
Service providers must have full faith in their ability and willingness to carry out the
requested work to win the confidence of their clientele. To develop trust between a
consumer and a service provider, the consumer must believe that the service provider is
credible and deserving of their confidence. For the recovery elements identified by Yavas
et al. (2003) to be considered, service providers need to be able to handle important

events and recognize when their employees are dissatisfied. Everything works smoothly
from the perspective of the company providing the service. An essential initial step in the
process of recovery is recognizing crisis circumstances and consumer complaints and
responding effectively to them in the appropriate manner. Personal attention, as defined
by employee service, entails concentrating only on the requirements of a single employee
without being required to shift one's attention to anything else. According to Bushoff,
giving a client personal attention increases the consumer's perception of the quality of the
service and their emotional capital (2002). The ability to place oneself in another person's
position and respond in a way that is both spontaneous and anticipated is the essence of
empathy.
2.2.4 Dimensions of the Satisfaction of Employees
Satisfaction is a measurement of how successfully a firm has fulfilled the demands and
expectations of a client, as well as how happy an employee is with the results of using
that company's product or service (Cranny et al., 1992). One can differentiate between
wants that are fueled by irrelevant and those that are fueled by internal factors. Extrinsic
requirements include things like pay, working circumstances, and monetary incentives;
these are all instances of extrinsic demands. Extrinsic needs include things like
compensation and working conditions. Since the employee's essential criteria are met,
emotional capital can be created when the employee's emotional demands are satisfied.
A person's success at work may be attributed to various variables, such as being
acknowledged for one's contributions, working as part of a team, having the opportunity
to improve and advance in one's job, and learning and developing new skills.
Organizational leadership, employee comfort with the physical environment,
compensation and five benefits, personal advancement, and corporate culture are among
the essential aspects contributing to employee satisfaction. According to Sweetman,
increasing the level of employee satisfaction may be accomplished by enhancing any of
the following characteristics (2001). When it comes to a company's leadership, the
capacity of its upper management to comprehend and address the requirements and
worries of the firm's clients is of the utmost importance (Armstrong, 2012); how a company

is managed impacts the level of satisfaction experienced by its clientele (Michael et al.
2010).
There are many ways that power may be used and transmitted, including through
coercion, incentive, lawful authority, reference, and expert authority (French et al. 1988).
Assessing an employee's level of contentment with the service delivered (Cranny et al.,
1992). Both performance and employee happiness may be affected by factors such as
the task's identity and relevance, the employee's level of autonomy, and the feedback
received (Cumming et al., 2007). When a consumer is satisfied with their experience, they
are more likely to become a repeat employee, loyal employee, and productive employee.
The surrounding physical world may find evidence of Herzberg's twin factory concept. On
Herzberg's (2000) list of things to consider were available space and ventilation,
compensation, risk-free employment, and adequate tools and machinery for the job.
Personnel development is the term used to describe the process by which an individual
advance in their career and acquires new skills. Businesses offer training and
development programs to their clientele to improve the clients' overall performance and
their impression of the company (Armstrong, 2012). For well-trained consumers can
handle and solve complex challenges at work and gain a sense of personal
accomplishment and confidence in their abilities. When workers advance in their careers,
they and their employers benefit from increased levels of employee satisfaction,
performance, and loyalty (Armstrong et al., 2012). 6 By cooperating, group members
gradually understand how to perceive, interpret, express, communicate, and react in
accordance with the social reality in which they operate (Bernadette et al., 1985).
Because of the culture of the workplace, employees have developed certain routines and
strategies for coping with the many different kinds of challenges that they face. Everyone
in the company can relate to the other people's responses to the same issue and unites
them under a single banner. The satisfaction of a company's patrons is significantly
influenced by that company's culture (Bullet and Adrian, 2008). This includes education,
performance, a focus on the employee, and ethics (Schein, 1992). Organizational culture
may be pleased if it provides the employee with a mutually beneficial outcome from its
many combinations. Increased employee satisfaction is a direct result of higher levels of

service quality.
A satisfied employee is more likely to be empathetic, ready, and confident in the job you
do for them (Gilbert et al., 2006). Put another way; it implies being eager and ready to
support clients when needed. Assurance may be shown in the employee's knowledge,
competence, and ability to instill confidence and trust in others. As a consumer, empathy
is the ability to focus on a person's specific situation and to sympathize with that person's
situation. It is the responsibility of the consumer to express their confidence and
trustworthiness to the service user. Generally, employees should have faith in the
provider's capacity to deliver high-quality services.
2.4 Relationship between service quality and employee satisfaction.
Employees satisfied with the company's products and services are more inclined to
suggest it to their relatives and friends. This sort of service must be given swiftly to meet
the strict time constraints of the burial process. That's what I mean (Brian, 1999). (Brian,
1999). For employees to better meet their goals and requirements, the more connections
they have, the better. People establish confidence and faith in a firm when they engage
and get feedback from one another (Bernadette et al., 1985). (Bernadette et al., 1985).
Body preservation services, embalming and postmortem, and ties to other related
services will be provided in accordance with consumer expectations due to employee
satisfaction. High-quality services are ensured when a company's technical competency
ensures its employees have access to the appropriate machinery, tools, and equipment
(Walter, 1990). (Walter, 1990). These aspects contribute to consumer happiness,
including product quality, delivery, relevance, and usefulness.
2.5 Hypothesis Development
1. There is no correlation between employee satisfaction and service quality in online
business Malaysia
2. There exists a negative impact between employee satisfaction and service quality in
online business in Malaysia

2.6 Chapter Summary
A business needs to be able to connect effectively with its clientele. The firm will be able
to evaluate its position in the market and its overall performance as a result. A wide range
of factors may contribute to the level of satisfaction experienced by consumers. The fact
that all variables are linked illustrates the degree to which they depend on one another.
To provide the highest possible level of service to employees, it is important to consider
various factors, including empathic considerations, assurances, responsiveness,
reliability, tangibility, and service quality. According to the regression analysis findings, this
independent variable affects the degree to which employees are satisfied with the delivery
of network services. It is vital to carry out a service quality analysis to guarantee that one's
clients are happy with the product or service provided.
The findings indicate that a significant association exists between employee effort and
performance, which lends credence to this approach. As a consequence, the company
rewarded the performance of its employees in a manner that was appropriate to
encourage the employee to continue or enhance their performance. It is a self-fulfilling
prophesy that the employee would anticipate higher performance in the future, that this
would lead to more incentives, and that this will, in turn, lead to improved performance
and satisfaction.
According to Underwood et al. (2001), management contributes to increased group
identification among supporters and a strong devotion to the product. Sports
organizations can take various approaches to interact with their supporters, some of
which are not immediately connected to the technical components of sporting prowess.
To achieve this goal, it is vital to devise strategies to allow the organization's history,
traditions, and achievements to be brought into focus (Slavich et al., 2018; Underwood et
al., 2001). Researchers refer to reoccurring behaviors or features related to a product's
history as "purchasing customs." It has been demonstrated that the presence of club
traditions results in increased fan participation and strengthens bonds between the
organization and the greater employee base.

CHAPTER THREE
3.0 RESEARCH METHODOLOGY
3.1 Introduction
This chapter provides the methodology that will be used in the research study. It
describes the procedures which will be followed in undertaking the study. The chapter
covers research design, population, sampling, data collection methods, and data
analysis.
3.2 Research Design
The study will adopt a descriptive research design. According to Cooper & Schindler
(2006), description research defines the subject by collecting data and tabulating
frequencies on research variables or their interactions. Qualitative data from the
descriptive design technique was used to answer research questions about the study's
topic. The collected data will be examined with the help of relevant software. Tables, pie
charts, graphs, and other visual aids will gather data from various sources.
3.3 Target Population
The study's intended audience comprises all of Malaysia's internet company employees.
The employees will provide data on employee satisfaction, while the employees will
provide data on employee happiness. Employees will be happy because of the high-
quality service provided by the staff.
3.4 Sample Design
Using a stratified sampling method, the research sample will be generated. The method
identifies distinct strata in the sample train by detecting their presence. As stated by
Kothari (2000), stratified sampling ensures that each stratum's data represents its
respective stratum's characteristics, thus providing a representative sample. The various
online business strata will be employed.
According to Mugenda and Mugenda (2003), at least 10% of the target population should
be representative of the population in the study area when using the appropriate sampling
method. An online business employee and an employee who uses an online product or
service will make up the sample. Employees will provide information on job satisfaction,
and employees will provide information on the quality of the service they received. The

weighting will be proportional to the number of employees and employees in each
category. The total number of participants will be divided into two groups of 40 each:
employees and employees.
3.5 Data Collection
A questionnaire-based approach will be utilized to gather the study's primary data.
According to Leading et al. (2001), surveys are useful data gathering tools since they
allow the researcher to concentrate on important areas that directly address the study
topic. The questionnaire included open-ended questions as well as organized and
unstructured questions. It is suggested that organized questions reduce data collecting
time while unstructured questions stimulate the respondent to give in-depth responses,
boosting the data quality. Validity and reliability were ensured through the standardization
of the survey. The researcher assisted respondents while they completed the survey.
3.6 Reliability and Validity
Pre-testing with selected internet businesses will establish the questionnaire's validity and
reliability, and the researcher will administer the pre-test. According to Mugenda &
Mugenda (2003), the validity and reliability of the data acquired are dependent on the
instruments used.
The researcher will give the questionnaire to the staff and employees via social media.
Employees and employees alike will be asked to complete questionnaires. There are two
components to the employee's questionnaire: Section A, or "biodata," in which the
researcher inquired about the respondent's private details: Section B calculates the
overall satisfaction of employees by adding up the various variables.
3.7 Data Analysis
The acquired data will be analyzed utilizing descriptive and inferential statistics. Multiple
regression analysis was utilized to establish a connection between the dependent and
independent variables, with mean scores and frequencies serving as descriptive
statistics. The model used in the analysis was as follows:

3.8 Summary
Although all components of employee satisfaction are important, the study's findings
indicate that certain facets of employee satisfaction are more important for determining
service quality than others, even though all aspects of employee satisfaction are
essential. Consequently, for an organization to enhance the quality of its services, it is
necessary for that business to determine the most important qualities that impact the
performance of its consumers. When accomplishing a company's goals, having dedicated
workers on staff is necessary. Therefore, companies need to make more effort to enhance
the lives of their employees for such companies to achieve success in the supply of
services and the generation of financial results owing to their employees' motivated
attitudes.
According to the findings, ensuring the satisfaction of one's employees is essential in
providing quality service. The senior management of a firm should take into consideration
the internal incentive system as well as the working environment for its employees, as it
has been demonstrated that these elements have an influence on the performance of the
employees as well as the happiness of the employees. According to this study's
conclusions, managers should consider the importance of training and development to
motivate their employees and enhance the overall quality of their employees' services.
While some companies have implemented employee satisfaction programs to varying

degrees, these initiatives' impact is not immediately obvious. As a consequence of this,
managers must be aware of the fact that shifts in the level of employee satisfaction will
have a substantial effect on the quality of service that the very same employees are
offering.

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Appendices
Questionnaires
Impact of employee satisfaction and quality of service for online businesses in
Malaysia
Dear Participants,
I am currently undertaking an academic research project between employee satisfaction
and quality of service for online businesses in Malaysia. Your response is of great
importance for the success of this study.
Demographic research questions
1. What is your gender?
A. Male
B. Female
2. What is your age range?
A. 18-24 years
B. 25-34 years
C. 35-44 years
D. 55years and above
3. What is the name of your company?
---------------------
4. What is your relationship with this company?
A. Employee
B. employee
5. How long have been working in this business?
A. less than 1 year
B.1-2 years
C.2-3 years
D. more than 3 years
6. What is the highest level of school you have completed?

A. Less than a high school diploma
B. High school diploma
C. Bachelor’s degree
D. Master’s degree
E. Doctorate
F. Other
7. Which department do you work?
A. secretary
B. accounts
C. Management
D. other
8. Do you think employee satisfaction has an impact on quality of service for
online businesses in your company?
A. Yes
B. No
Please select one option from Linkert scale questions below.
9. The organization keeps its promise in service delivery. The service is
delivered as promised
1-strongly disagree
2-disagree
3-neither agree or disagree
4-agree
5-strongly agree
10. The organization gives attention to every employee
1-strongly disagree
2-disagree
4-agree
5-strongly agree

11. Employees put themselves in the persons shoes and offer quick solution to
reduce the pain and anxiety.
1-strongly disagree
2-disagree
4-agree
5-strongly agree
12. Employees timely deliver the services by being prompt in carrying out
their activities
1-strongly disagree
2-disagree
4-agree
5-strongly agree
13. Employees demonstrate a high degree of responsiveness in carrying out
their activities.
1-strongly disagree
2-disagree
4-agree
5-strongly agree
14. Employees carryout their work diligently, effectively and efficiently.
1-strongly disagree
2-disagree
4-agree
5-strongly agree
15. Employees demonstrate a high degree of empathy in carrying out their
activities.
1-strongly disagree
2-disagree

4-agree
5-strongly agree

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