This document provides a summary of a research report on job satisfaction among non-managerial healthcare employees in Karachi, Pakistan. The report includes 5 chapters that cover an introduction, literature review, methodology, data analysis and presentation, and conclusions and recommendations. The introduction defines the research problem around absenteeism rates and identifies the objective of studying how physical, psychological and environmental factors impact job satisfaction. The literature review discusses previous research and theories of job satisfaction. The methodology chapter describes how the study was conducted, including the population, sample, data collection and analysis methods.

1. 1
Research Report on
Job satisfaction of non-managerial
Employees of health care sector
In Karachi
Content of study.
 Chapter 01-------------------Introduction page 01
 Chapter 02-------------------literature Review page 05
 Chapter 03-------------------Method of study page 12
 Chapter 04-------------------Data analysis and presentation page 15
 Chapter 05---------------Conclusion and Recommendation page 25
_______________
Muhammad younus
Student MBA 13.D
Health care Management
Indus University Karachi
(Younuscp79@yahoo.com)

2. 2
Chapter 01
Introduction
1.1 Background of the Study:
The following documentation is a research report completed based on analyzing the impact of physical,
psychological and environmental factors on the job satisfaction of non- managerial members who are
working at different hospitals in Karachi as a public health work force Furthermore, with an intensive
study of those factors with use of questionnaires, data will be gathered which will be analyzed for the
impact of each factor. Finally, in assisting and improving the three factor impact on job satisfaction
positively, recommendations are further suggested
In this study, the researcher has tried to investigate the three types of organizational culture and
its impact on job satisfaction and employee commitment in different hospitals of Karachi. The
core objective of the study is to identify the impact of organizational culture on job satisfaction
and employee commitment in health Sector so as to improve the job satisfaction and
commitment of the employees in their working environment. And research question is what is
the impact of organizational culture on job satisfaction and commitment of the employees? The
study was originated by taking some previous literatures and tried to find out the research gap.
The study was never studied in health Sector in Karachi context and this was the main purpose
and gap for the study. Quantitative research approach was used with 200 sample of respondents
participated in the study. Data was then collected from the health Sector working employees of
the Karachi. Reliability was tested through reliability test . This reliability allowed us to further
analyze the data. Factor analysis has been used to shows the independent variables accuracy of
the data. Further Regression analysis has been used to determine the relationship between
supportive organizational culture, innovative organizational culture and bureaucratic
organizational culture with job satisfaction and employee commitment
1.2 Problem Identification & Formulation
Study reports of different hospitals shows that 7% absenteeism value per month. This value is
higher than the company standard value. Expected absenteeism rate of the cf organizations are
1.5% per month. Therefore that situation is not good for the organizations. Therefore researcher
can formulate following problem statement;
How do physical, psychological & environmental factors impact on job satisfaction of non-
managerial employees?

3. 3
1.3 Objective of the Study,
To empirically study the significance and impacts of physical, psychological & environmental
factors on job satisfaction of non -managerial employees in health sector from different hospital
in Karachi
1.4 Significance of the Study,
health is fundamental to 21st century healthcare and shares the same overall goals as the Public
rest of the health care system - reducing premature death and minimizing the effects of disease,
disability, and injury. After all, the main intent of public health is to promote a healthier
population. This is quintessential to a sustainable health care system, and also provides economic
and social benefits for the province, due in part to increased productivity.
The public health workforce consists of professionals from many fields with the common goal of
protecting and promoting the health of a population. There are three broad categories of the public health
workforce (PHAC,2008):
1.5 Front line providers: Front line public health providers are public health staff who have post-
secondary education and experience in the field of public health. Front line providers have sufficient
relevant experience to work independently, with minimal supervision. Front line providers carry out the
bulk of day-to-day tasks in the public health sector. They work directly with clients, including
individuals, families, groups and communities. Responsibilities may include information collection and
analysis, fieldwork, program planning, outreach activities, program and service delivery, and other
organizational tasks. Examples of front line providers are health provider nurses, OT and diagnostic
technician, public health dieticians, dentnal hygienists and health promoters helpers (ETC)
1.6 Organization of the Study,
The following report consist of five chapters; Introduction, Literature Review, Methodology,
Data Presentation & Analysis and Conclusion & Recommendations.
Under Introduction, it has given a detailed introduction to the scope of the health care and has
identified the problem which will be treated under the research. Also, it has studies and
understood the significance of the study to health care services by explaining its importance.

4. 4
Under Literature Review, it addresses the theoretical background behind the study and
describes what are the factors affected the job satisfaction, outcomes of satisfaction and previous
researches related to the job satisfaction.
Under Methodology, Data Presentation & Analysis, it describes the methodology used in
analyzing job satisfaction, research results presentation and analysis. Through this chapter
anyone can get vast knowledge about how psychological factors, physical factors and
environmental factors influence to the job satisfaction and dissatisfaction. Data analysis part will
be divided in to two sections. First part will deploy to analyze and present general and
demographic information. Second part will deploy to analyze employee response with respect to
each factor. It is clarifies each factor’s relative importance and position among all factors.
Under Conclusion and Recommendations, it will initiate final research findings and suggest
recommendations for future enhancement of the organization.
Source: Survey Data, 20141.7 Conceptual Framework,
Independent Variables Dependent Variable
Figure 1.1: Conceptual Framework of the Research
Psychological Factors
 Health and safety
 Working responsibilities
 Job Security
 Promotion
Physical Factors
 Payments
 Co-workers
 Welfare services
 Use of skill & abilities
Environmental Factors
 Good working environment
 Management style & culture
Job Satisfaction /
Job Dissatisfaction

5. 5
Chapter 02
Literature Review
2.1 Introduction,
This chapter’s main objective is to address the different kind of definitions, theories and
perspectives, which was viewed by numerous authors and management scientists, with respect to
satisfaction. Also through this literature survey, researcher described what are the factors
affected to the job satisfaction, outcomes of satisfaction and previous researches related to the
job satisfaction. Therefore through a literature survey, researches will be in a position to study
and describe the general position of the subject concerned.
2.2 Job Satisfaction
A Hawthorne study was the one of biggest study of job satisfaction. This study (1924 -1933) was
conducted by the Elton Mayo of the Harvard Business School to find out the effect of various
conditions of worker’s productivity. These studies ultimately showed that novel changes in work
conditions temporarily increase productivity. It is called the Hawthorne Effects. This finding
provided strong evidence that people work for purposes other than pay, which paved the way for
researchers to investigate other factors in job satisfaction.
Scientific management also had a significant impact on the study of job satisfaction. Principles
of Scientific Management book (Taylor, 1911) was argued that there was a single best way to
perform any given work task. This book contributed to a change in industrial production
philosophies, causing a shift from skilled labor and piecework towards the more modern
approach of assembly lines and hourly wages. Therefore industries greatly increased productivity
because workers were forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It
should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set
the tone for Taylor’s works

6. 6
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for
job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life
physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This
model served as a good basis from which early researchers could develop job satisfaction
theories.
2.3 Dimensions of Job Satisfaction,
According to the Luthan 2002, there are three generally accepted dimensions of job satisfaction.
1. Job satisfaction is an emotional response to a job situation.
2. Job satisfaction is often determined by how well outcomes meet or exceed expectations.
For example, if organizational participants feel that they are working much harder than
others in the same organization, but are receiving fewer rewards, they will probably have
a negative attitude towards the work.
3. Job satisfaction represent several attitudes, they are:
a. Payments
b. Promotion opportunities
c. Working conditions
d. Co-worker relationship
e. Supervision
f. The work nature)
g. benefits (pension ,yearly basis leave ,medical fasiliaties.etc

7. 7
2.4 NeedHierarchy Theory for Job Satisfaction,
One of the most widely mentioned theories of motivation is the hierarchy of needs theory put
forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy,
ascending from the lowest to the highest, and he concluded that when one set of needs is
satisfied, this kind of need ceases to be a motivator.
As per his theory these needs are:
Physiological needs : These are important needs for sustaining the human life. Food,
water, warmth, shelter, sleep, medicine and education are the basic physiological needs which
fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were
satisfied to a degree to maintain life, no other motivating factors can work.
Security or Safety needs : These are the needs to be free of physical danger and of the
fear of losing a job, property, food or shelter. It also includes protection against any emotional
harm.
Social needs : Since people are social beings, they need to belong and be accepted by
others. People try to satisfy their need for affection, acceptance and friendship.
Esteem needs : According to Maslow, once people begin to satisfy their need to belong,
they tend to want to be held in esteem both by themselves and by others. This kind of need
produces such satisfaction as power, prestige status and self-confidence. It includes both internal
esteem factors like self-respect, autonomy and achievements and external esteem factors such as
states, recognition and attention.
Need for self-actualization : Maslow regards this as the highest need in his hierarchy. It
is the drive to become what one is capable of becoming; it includes growth, achieving one’s
potential and self-fulfillment. It is to maximize one’s potential and to accomplish something.
As each of these needs is substantially satisfied, the next need becomes dominant. From the
standpoint of motivation, the theory would say that although no need is ever fully gratified, a
substantially satisfied need no longer motivates. So if someone wants to motivate other one, need

8. 8
to understand what level of the hierarchy that person is on and focus on satisfying those needs or
needs above that level. Maslow’s need theory has received wide recognition, particularly among
practicing managers. This can be attributed to the theory’s intuitive logic and ease of
understanding.
2.5 Factors Affecting Job Satisfaction,
There are 6 main factors influencing on Job Satisfaction clustered as physical, psychological and
environmental factors as below:
2.5.1 Psychological Factors and Job Satisfaction,
Health and Safety : healthy and safe work environments in all hospitals patients and
Their workforce is one of the most important environmental challenges facing health care
organizations. Good health and safety brings more benefits that are healthy workers are more
productive and can produce at a higher quality. It is responsibility of management to provide a
safe environment in there hospitals
.
Job Nature : The main source of satisfaction is, of course, job itself. Researches,
dedicated to job characteristics and carried out in correlation with working place projecting,
testify that the very content of work and autonomy by its implementation represent two most
important motivation factors correlated with workers. As research indicated, other main
components of job satisfaction are interesting and difficult job without time for tedium and job
giving a man one certain status. ‘Dealing with a workload that is far too heavy and deadlines that
are impossible to reach can cause job satisfaction to erode for even the most dedicated employee.
Falling short of deadlines results in conflict between employees and supervisors and raises the
stress level of the workplace.’ (Hill, 2008).
Job Security : Job security is the assurance that a particular employee espicaly in private

9. 9
Hospitals will have their job in long term due to the low probability of losing it potentially.
Positive job security nature also adds more value to the image and the reputation of an
organization as job offered has the guaranteed security and reliable. Also, job security has a great
influence in increasing job satisfaction of its employees where once the employee is confident
about not losing the job, it will create no mental stress where the employee has its own freedom
to fully concentrate on the work they perform. ‘An employee with a high level of job security
will often performs and concentrates better than an employee who is in constant fear of losing a
job. Although this fear can increase motivation in certain situations, a lack of job security can be
a source of distraction and result in excess stress and low morale that hinders an employee's
overall performance.’ (Thornton, ND).
Job promotion: Companies provide promotion to their employees considering experience,
service and some companies reward promotions through measuring employee’s talents and
capabilities. ‘Using data from the 1989 and 1990 waves of the NLSY, Pergamit and Veum (1989)
find a positive correlation between promotions and job satisfaction’ (Kosteas, ND). Company’s
give their priority to current employees to apply vacancy is arises. In that situation employees
can achieve their individual goals obtaining promotion. Through such a situation, increases
employee’s satisfaction and they more contribute to the productivity.
2.5.2 Physical Factors and Job Satisfaction,
Payment : Money rewards are multi complex and multisided job satisfaction factor.
Money not only gives people an opportunity to satisfy their primary needs, but also fosters
satisfaction of higher levels needs. ‘Those who make more money are little more satisfied than
those who make considerably less. Moreover, relatively well paid samples of individuals are
only trivially more satisfied than relatively poorly paid samples’ (Judge et. Al, 2010). Employees
more often perceive their salary’s level as a reflection of that how management estimates their
contribution to the company’s activity. If employees have an opportunity to choose themselves to
some extend independently indulgences from the whole package rendered by the company then
they receive greater satisfaction from indulgences receivables and the job in the whole.

10. 10
Working groups : Direct effect on job satisfaction makes the very nature of work
groups. Working group serves for a single worker is a source of support, comfort, advice and
enjoyment from the very job. A “good” working group fosters a gaining of a greater joy and
pleasure from job. On another hand, when the opposite situation is observed, when it is hard to
get along with the people, the given factor imposes negative impact on job satisfaction
Welfare Services : Welfare includes anything that is done for the comfort and
improvement of employees and is provided over and above the wages. Welfare helps in keeping
the morale and motivation of the employees high so as to retain the employees for longer
duration. Labor welfare includes various facilities, services and amenities provided to workers
for improving their health, efficiency, economic betterment and social status.
Use of skills and abilities: Everyone has skills and abilities. Some are unique aptitudes and
talents, which may include musical abilities (singing, playing an instrument, composing music),
artistic skills (drawing, painting, sculpting), athletic skills (running, jumping, throwing), or any
other ability that comes easily and naturally. Some skills and abilities are used in daily work life.
The company should identify which skills and abilities are available in the employee and should
give opportunities for improve them.
2.5.3 Environmental Factors and Job Satisfaction,
Working conditions : One more factor imposing moderate impact on job satisfaction is
working conditions. If conditions are good (e.g. offices are neat and cozy, clean and engaging),
staff could easier manage their job. If bad working conditions were available (e.g. it is hot or
noisy in the office), it would be more difficult for employees to implement their work.
Otherwise, working conditions affect job satisfaction similar to working group’s influence. If all
were favorably around, there would not be problems with job satisfaction.
Management style & culture: Organizational culture : is the organization’s pattern
of beliefs, expectations, and values as in company and industry practices. A major organizational
factor to which new employees must be socialized is the culture of the group they are joining.
The potential benefits of improved job design are unlikely to be realized, if attention is focused
on the content of jobs alone. Equal, if not more important, is the process by which redesign is

11. 11
carried out. This has led to recognition of the importance of management style and, increasingly,
of organization culture. Central to improving the quality of working life is a participative, open
style of management involving employees in decisions that affect them, including the design or
choice of the technology itself. Personnel policies, including those related to pay and benefits,
should attempt to develop a relationship of trust among all members and sections of the
organization, and a confident partnership approach to trade unions.

12. 12
Chapter 03
Method of the Study
3.1 Introduction
This chapter mainly analyze the methodology of the study where it further describe the
population of the study, sample selected, sampling techniques used in selecting the sample, data
collection methods used and strategies in which the collected data is being analyzed.
3.2 Population
All non- managerial employees at health sector at the Nursing and paramedics (non-managerials)
level has a counting of 1200 heads.
3.3 Sample
In obtaining samples of people for the evaluation, total non- managerial employees must me
classified in to strata such as Staff Nurse. OT tech, Diagnostic tech. Receptionist and Helpers.
For this, the stratified sampling method se was used. Once the total of 1200 non- managerial
employees were divided in to strata, random sampling method was used in selecting a portion of
employees from each strata for further analyzing. Following shows the randomly selected sample
per strata.

13. 13
Table 3.1: Sample Employee Allocation
Designation Total Employees No. of Sample % from the Total
Staff nurse 600 100 50%
OT Technician 240 40 20%
Diagnostic tech 240 40 20%
Receptionists 20 05 2%
Helpers 100 15 7%
Total employee 1200 200
Source: Survey Data, 2014
In evaluating, each employee will be questioned through questionnaires for their current job
satisfaction level, those factors which have influenced their job satisfaction currently, those
factors which could positively/ negatively affect the current satisfaction level potentially and etc.
3.4 Data Collection
As a measure of data collection, I have made use of a structured questionnaire which includes
closed questions in retrieving data and current status of factors affecting job satisfaction at
Health sector
The questionnaire consists of two sections where section (A) consists of 4 questions which
collect data upon demographics factors of employees such as age, gender, salary distribution &
etc. Under section (B), it accommodates 10 questions which further collect data upon factors
which has a direct relevance to physical, psychological and environmental factors which affects
job satisfaction of the employees.
Questionnaires were distributed personally among 200 employees selected from the total of 1200
where they were given a duration of 2 day to fill in the questionnaires. None from the 200
questionnaires were eliminated for disqualified answers where all 200 questionnaires were used

14. 14
in the research. In collecting them back, they were asked to hand them over to their department
supervisor from where I collected the questionnaires for analyzing.
Table 3.2: Sample Questionnaire Question, Section (B)
1 2 3 4 5
1. Are you satisfied over health and safety measures of
the organization?
(Quality of the equipment’s, awareness for preventing
accidents, level of health and sanitary facilities)
Source: Survey Data, 2014
3.5 Data Analysis
Data are being analyzed in identifying the relationship and impact rate of physical, psychological
and environmental factors on job satisfaction of non- managerial employees at Health care sector
Therefore, the analysis is more Object Oriented.
Under section (A), all demographic factors are analyzed with use of percentages in analyzing the
general distribution of gender, age, civil status, education, service and salary. Under the section
(B), the data are being analyzed under three factors: physical, psychological and environmental.
Each factor analysis was made easy by further clustering each factor in to sub factors where each
sub factor was allocated with a question.
Physical factors : Health & Safety, working responsibilities, job security, promotions
Psychological factors : Payments, Co- workers, Welfare Services, pension .Use of skills &
abilities
Environmental factors: Working environment, Management style & culture
Since the research is qualitative, general qualitative data analyzing techniques are difficult to be
applied in data analysis. But to serve the purpose, qualitative data analysis has been done.

15. 15
Chapter 04
Data Analysis & Data Presentation
4.1 Introduction
This chapter covers the data presentation and analysis of the study. This study covers a sample of
200 employees selected at randomly out of employees of the Dr ziauddin hospital Clifton kpt
hospital chiniot hospital korangi and Hill park general hospital. All employees selected randomly
and all of them represented the different departments who sewing as Staff Nurse .Operation
theatre Technician Diagnostic technician (lab ray, MRI, CT scan and dialysis) . Reception and
Helpers As well as all of employees were non managerial level.
Data analysis part will be divided in to two sections. First part will deploy to analyze and present
general and demographic information. Second part will deploy to analyze employee response
with respect to each factor. It is clarifies each factor’s relative importance and position among all
factors. .
4.2.1 Age Distribution
Source : survey Data. 2014
At the beginning of the study, all employees are categorized age wise. Thereby total sample
divided in to five categories. First category is 20 to 25 age range. 10 of employees were
belonging to that category and represent 5% of total sample. Second category is 26 to 30 age
range. There were 120 employees in that category and they represented 60 % of total sample.
Third category is 31 to 35 age range. 50 of employees were there and represented 25 % of total
Between 20-25 10 5%
Between 26-30 120 60%
Between 31-35 50 25%
Between 36-40 17 8%
Above 40 03 1%

16. 16
sample. Forth category is 36 to 40 age range 17 of employees where there and they represented
8 % of total sample. Even though there is 3 employee in above 40 age range and it represent 1%.
According that 26 to 30 range is the largest of the sample.
4.2.2 Civil status
Table 4.3: Civil Status Data Grid
Source: Survey Data, 2014
There were 79 married employees, 117 unmarried employees and 4 divorced/widow employee.
Married employees represent 40% of the total sample. Unmarried employees represented 58%
and divorced employee represent as 02% of total sample.
3.2.3 Designation Level
Table 4.4

w No of Employees %
Married 79 40
Unmarried 117 58
Divorced/
Widow
4 2
Total 200
Staff Nurse 100 50%
OT Technician 40 20%
Diagnostic Tech 40 20%
Receptionist 05 2%
Helpers 15 7%

17. 17
Source: Survey Data, 2014
At the beginning of the study, designation level is also categorized in to five categories. Firstly,
employees who are Staff Nurse which represented 50% of the total sample. Secondly, employees
who are operation theatre technician represented 20% of the total sample. Diagnostic tech 20%
of employees of the total sample. Helper are 7% and receptionist are 2% of total employees.
4.2.4 Salary distribution
Source: Survey Data, 2014
According to collected data, 10 employees belong to Rs.10000 to 15000 range which is5 % of
the sample. 17 employees earned beyond Rs.16000 to 20000 range which represented 8% of the
total sample.118 employees belong to range 21000 to 25000 which are 59% of the sample Also
50 of employees have earned 26000 to 30000 which represented the25%-% of the total sample.
And 5 employee are earn more than 30000 that are 2% of collected sample
Rs 10000-15000 10 5%
Rs,16000-20000 17 8%
Rs,21000-25000 118 59%
Rs,26000-30000 50 25%
Above -30000 5 2%

18. 18
Part II
4.3 Psychological Factors
4.3.1 Employee Attitudes towards Health & Safety
Table 4.7: Health & safety data grid
Level No of Employees %
High 192 96%
Moderate 08 6%
Low 00 0%
Total 200 100%
Source: Survey Data, 2014
According to the collected data, 192 employees had high attitudes towards health and safety and
they represented 96% of the total sample. There are 8 employees who had moderate attitudes and
represented 4% of the total sample. No employees seem to have low attitude on health & safety
of the organization.
4.3.2 Employee Attitudes towards the Working Responsibility
Table 4.8: Working responsibility data grid
Level No of Employees %
High 168 84%
Moderate 12 6%
Low 20 10%
Total 200 100%
Source: Survey Data, 2014
Work responsibility denotes employee attitude towards work performed. According to
summarized data, 168 employees had high level attitudes with work responsibility and they
represent 84% of the total sample. There are 12 employees were moderate level and 20

19. 19
employees were low level attitudes towards the working responsibility. They were represent 6%
and 10% accordingly of the total sample

20. 20
4.3.3 Employee Attitudes towards the Job Security
Table 4.9: Job security data grid
Level No of Employees %
High 124 62%
Moderate 28 14%
Low 48 24%
Total 200 100%
Source: Survey Data, 2014
According to collected data, 124 employees had high attitudes with the job security and they
represented 62% of the total sample. 28 employees were moderate and it represents 14%of the
total sample. Out of the sample, 48 employees had low attitude with job security and they
represented 24% of the total sample.
4.3.4 Employee Attitudes toward the Promotion
Table 4.10: Promotion data grid
Level No of Employees %
High 120 60%
Moderate 24 12%
Low 56 28%
Total 200 100%
Source: Survey Data, 2014
According to collected data,120 employees had high attitudes towards promotions and they
represented 60% of the total sample. There are 24 moderate employee attitudes about promotion
sand where they represent 12% of the sample. 56 employees had low attitudes about promotions
and representing 28% of the total sample.
s

21. 21
4.4 Physical Factors
4.4.1 Employee Attitudes towards the Payments
Table 4.11: Payments data grid
Level No of Employees %
High 140 70%
Moderate 16 8%
Low 44 22%
Total 200 100%
Source: Survey Data, 2014
This component indicates employee attitude towards the payments scheme. According to
collected data, 140 employees had high attitudes and they represent 70% of the total sample. Out
of the sample, 16 employees were moderate and representing 8% of the sample.44 employees
had low attitudes and they represent 22% of the total sample.
4.4.2 Employee Attitudes toward the Co-workers
Table 4.12: Co- workers data grid
Level No of Employees %
High 188 94%
Moderate 04 2%
Low 08 4%
Total 200 100%
Source: Survey Data, 2014

22. 22
According to collected data, 188 employees had high attitudes towards their co-workers and they
represented 94% of the total sample. There is 04 moderate employee and who represents 2% of
the total sample. In the third category, 08 employees had low attitudes were they represent 4% of
the total sample.
4.4.3 Employee Attitudes towards the Welfare Service
Table 4.13: Welfare Services data grid
Source: Survey Data, 2014
This component indicate that employee attitudes towards the welfare service provided by the
company. According to the collected data 144 employees were high attitudes and they represent -
72% of the total sample. Out of the sample 24 employees were moderate attitudes and they
represents 12% of the sample. 32 employees were low attitudes and they represent 16% of the
total sample.
Level No of Employees %
High 144 72%
Moderate 24 12%
Low 32 16%
Total 200 100%

23. 23
4.4.4 Employee Attitudes towards Using Employee Skills and Abilities
Table 4.14: Using employee skills & abilities data grid
Level No of Employees %
High 132 66%
Moderate 24 12%
Low 44 22%
Total 200 100%
Source: Survey Data, 2014
According to collected data,132 employees had high attitudes towards using employee skills and
abilities where they represent 66% of the total sample. 24 employees were moderate and
represent 12% of the total sample. Out of the sample,44 employees had low attitudes and they
represent 22% of the total sample.
4.5 Environmental Factors
4.5.1 Employee Attitudes towards the good working environment
Table 4.15: Working environment data grid
Level No of Employees %
High 168 84%
Moderate 16 8%
Low 16 8%
Total 200 100%
Source: Survey Data, 2014
This component represents those employee attitudes towards good working environment. In that
situation,168 employees had high attitudes and represent 84% of the total sample. Out of the

24. 24
sample, 16 employees were moderate and other 16 employees had low attitudes where each
represents 16% of the total sample.
4.5.2 Employee Attitudes towards the Organizational Style and Culture
Table 4.17: Organization style and culture
Level No of Employees %
High 168 84%
Moderate 08 4%
Low 24 12%
Total 200 100%
Source: Survey Data, 2014
According to collected data,168 employees had high level attitudes and represent 84% of the
total sample. 08 employees moderate and they represent 4%. Out of the sample, 24 employees
had low attitudes about the organizational style and culture and they represent 12% of the sample

25. 25
Chapter 05
Conclusion and Recommendations
5.1 Introduction
At the outset of this research study, it was taken more effort to clarify research matter. Those
were, identify what are the factors affecting to non-managerial level employees of health sector
in Karachi With a view to clarify those above matters, well-n Karachi structured questionnaires
were distributed among operational level employees of different hospital of Karachi . Collected
data expressed following kind findings and conclusions. And finally present recommendations
regarding this study.
5.2 Conclusion
Above is a research done based upon analyzing the impact of physical, psychological and
environmental factors on job satisfactions of non- managerial employees of health sector in four
different hospital of Karachi .. A sample of 200 employees was randomly selected from five
strata’s which were selected through stratified sampling technique. Questionnaires were
distributed among these employees in gathering data with based on physical, psychological and
environmental factors affecting their job satisfaction. Questionnaire consisted of two sections
where section A consisted of gathering data on demographic factors and section B involved
gathering data on three independent factors.
Once data was selected, pie charts and data grids were made use of in presenting the collected
data. After the data presentation, qualitative data analysis methods were used in analyzing and
drawing conclusions upon collected data even though the collected data are of qualitative nature.
As the findings record, above analysis of physical factors correlation coefficient is 0.0192 This
value is positive but it is not strong. Therefore it is a weak positive relationship between physical
factors and job satisfaction. According to that, situation hypothesis can be accepted. In

26. 26
psychological factor analysis, correlation coefficient marked a 0.015. This value is positive but it
is not yet strong. Therefore it can be said that there is a weak positive relationship between
psychological factors and job satisfaction. Finally the environmental factor analysis correlation
coefficient marked 0.0172 where there is also a weak positive relationship between
environmental factors and job satisfaction. According to that situation hypothesis can be
accepted and alternatives can be rejected.
With use of data analysis, it is understandable that employees’ personal matters affect their job
satisfaction and that employees are expecting the management to make remedial actions on
factors such as psychological, physical and environmental in order to maintain those them in
favorable manner.
5.3 Recommendations
The findings of this study indicate that psychological, physical, and environmental factors are
affected to the job satisfaction of non-managerial level employees of health sector in Karachi.
But those factors are not strongly affected to their job satisfaction. Because, according to the
each factors value of correlation coefficient is weak. Finally Researcher can say, sometimes
those factors are affected to the job satisfaction of non- managerial level employees. But some
other factors may be affected to their job satisfaction.
- Management should pay their attention on providing satisfying salary for employee
contribution.
- Yearly increment and bonus should be according employees performance and experienc
- Also they should be concerned about providing additional benefits (especially financial
benefits bonus pension) should pay attention on providing employee welfare services,
health and safety, job security, working responsibilities and good working environment
for worker level employees.
- Management should give more opportunities for promotion and develop their skills and
abilities of non- managerial level employees.
- Proper system of yearly leave like E/L,C/L and sick leave should be in every organization

27. 27
- Employees are interested in having friendly environment. Therefore management must
get more acquainted with this employees and make employees see them as a leader, not
as a boss.
- Since employees are interested in having good cooperation with colleagues, management
should make sure to have a working environment where good cooperation and mutual
respect exist.
- Therefore management should maintain proper grievance handling procedure in the
company to support to solve their problems.
- Promotions and seniority should be on experience and service basis of same organization
-
5.4 Limitation of the study
Distance : each of hospital that I have selected for study purpose have more thane 20
km distance from each other Therefore at times of morning 8-10 , the travelling is very difficult
due to school and office duty timing and I have to reach hospitals on that timing for study
purposes, I was extremely exhausted where it was difficult to concentrate on work.
Data Collection : There were difficulties in data collection where several employees
included in the sample had difficulties in answering the questionnaire due to lack of English
proficiency.specillay helpers like ward boys stretcher mans . Also, certain employees were
unable to return the questionnaires on time which took me even longer to finalize data collected..
Time : As I am on job with study, I had to face the time limitation where at times, I ran
out of time in meeting projects tasks due to other pre- set priorities.and have give time to job also

28. 28
Bibliography
1 mehmood Hanif
Department of Business Administration & Commerce, Indus University Block-17,
Gulshan-e-iqbal.karachi (mehmoodhanif@live.com (European journal 2014)
2 Amstrong M. (2006) Human Resource Management Practices, 10th edition, Kogan Page
Limited.
3 Cleveland State University 2006, Job Satisfaction and Promotions, [PDF], Available at:
http://academic.csuohio.edu/kosteas_b/Job%20Satisfaction%20and%20Promotions.pdf
[Accessed: 8 August 2012]
4 eHow 2012, What is Job Security?,[Online], Available at:
http://www.ehow.com/about_5470562_job-security.html [Accessed: 1 August 2012]
5 Griffin R.W. (2004), Management, Houghton Mifflin Company, U.S.A.
6 Hill, B. 2012, What Are the Factors Affecting Job Satisfaction?,[Online] Available At:
http://smallbusiness.chron.com/factors-affecting-job-satisfaction-20114.html [Accessed:
10 August 2012]
7 Hackman J. R. et.at (1977), Perspectives on Organizational Behavior ,New York
McGraw – Hill Book Company.
8 Luthans F. (1995), Organizational Behavior, 9th edition, New Delhi, Prentice hall of
India Pvt Ltd.
9 Robbins S.P. (2005), Organizational Behavior, 11th edition, New Delhi Prentice hall of
India Pvt Ltd.
10 Sharon, A. et. al 2003, Compensation and Working Conditions, [Online], Available At:
http://www.bls.gov/opub/cwc/cm20030522ar01p1.htm, [Accessed: 10 August 2012]
11 Sheikh A.M (2007)., Human Resource development and Management, 2nd Edition, S.
Chand Limited.

29. 29
Appendices
Appendix 1: Questionnaire
Questionnaire to Find out Satisfaction Factors to satisfy Non Managerial
Level Employees in Dr ziauddin hospital
Clifton
Respected Madam/Sir
With reference to the requirements of the MBA program (health care management) of Indus
University, I wish to collect data from your hospital on the topic of Job Satisfaction Of Non
Managerial Employees. So I would like to keep privacy of the information and data that you
provided to me.
I assure this information is used only for the academic purposes.
Muhammad Younus
Student health care management (MBA)
Indus University Karachi

30. 30
Questionnaire for job satisfaction of non-managerial employees
Of health care sector
1-Age:
2- Civil Status:
3. Educational Qualifications

4. Salary Scale
Between 20-25
Between 26-30
Between 31-35
Between 36-40
Above 40
Married
Unmarried
Widow
Staff Nurse
OT Technician
Diagnostic Tech
Receptionist
Helpers
Rs 10000-15000

31. 31
Please rate the following criteria from the range of 1 – 5 where 1 signifies the
lowest rating and 5 denotes the highest rating.
1 2 3 4 5
5 .Are you satisfied over health and safety measures of
the organization?
(Quality of the equipments, awareness for preventing
accidents, level of health and sanitary facilities)
5 .Are you satisfied over health and safety measures
of the organization?
(Quality of the equipments, awareness for preventing
accidents, level of health and sanitary facilities)
6 Are the work load and responsibilities allocated
fair and equally distributed?
(freedom given by the company to plan your job, Job
responsibilities, Salary and responsibilities)
7 What is your attitude towards the current job
security?
(Social factors, Other jobs, Job security)
8 Are you satisfied over the existing promotion
strategies?
(Performance evaluation, Opportunities for promotions)
9 Do you think the payments made are at
Rs,16000-20000
Rs,21000-25000
Rs,26000-30000
Above -30000

32. 32
satisfactory level?
(Salary, Basic needs, Knowledge, skills & abilities,
Performance evaluation)
10 What is your attitude towards co- workers?
(relationships with co-workers, other department
members and supervisors)
11 Do you consider the current welfare service has
addressed your needs?
(Food provided by the company, Medical
facilities.donation)
6 Do you agree to accept
organization style and
culture?
(Management systems,
Organizational Factors include
nature and size, formal structure)
7 What is your attitude towards using employee
skills and abilities?
(Encouragements for innovations, Opportunities for
creative ideas, Quality of training programs)
8 Are you satisfied over the working environment?
( Influences for mental & physical health, Location of
work, Illumination level)
12 Are the work load and responsibilities allocated fair
and equally distributed?
(freedom given by the company to plan your job, Job
responsibilities, Salary and responsibilities)
13 What is your attitude towards the current job
security?

33. 33
(Social factors, Other jobs, Job security)
14 Are you satisfied over the existing promotion
strategies?
(Performance evaluation, Opportunities for promotions)
15 Do you think the payments made are at satisfactory
level?
(Salary, Basic needs, Knowledge, skills & abilities,
Performance evaluation)
16 What is your attitude towards co- workers?
(relationships with co-workers, other department members
and supervisors)
17 Do you consider the current welfare service has
addressed your needs?
(Food provided by the company, Medical facilities.donation)
9 Do you agree to accept
organization style and
culture?
(Management systems,
Organizational Factors include nature
and size, formal structure)
10 What is your attitude towards using employee skills
and abilities?
(Encouragements for innovations, Opportunities for creative
ideas, Quality of training programs)
11 Are you satisfied over the working environment?
( Influences for mental & physical health, Location of work,
Illumination level)
Thank you for your cooperation

34. 34
Muhammad Younus
Student (MBA Health care Management)
Indus University Karachi

35. 35
THANK YOU