Final research paper of mgt321

NORTH SOUTH UNIVERSITY
School Of Business
SUMMER 2012
RESEARCH PAPER ON ATTITUDES AFFECTING JOB
SATISFACTION (APEX ADELCHI FOOTWEAR LIMITED)

ORGANIZATION BEHAVIOR

MGT321
Section 05
Submitted to – Jasim Uddin (JDN)
Submitted by:

Name ID
Md. Jahir Shah 1010 830 030
Md. Rakib Hossain 0920 229 030
Asma Akhter 0635 720 30
Iraj Ahmed Siddiqui 0920 280 030
Toufiq Asif Rahman 0930 379 030
Md. Rakib Siddiqui 0920 189 530

Submission Date - 9th July, 2012

Letter of Transmittal
9th July, 2012
Jasim Uddin (JDN)
Lecturer,
School of Business,
North South University, Dhaka.

Dear Sir,
We have successfully completed our group research entitled “attitudes affecting job satisfaction”
as requirements for partial fulfillment of the course MGT321. This research is a summary of our
findings from the organization in Bangladesh named, Apex Adelchi Footwear Limited (AAFL).
We hope it will enhance our future critical thinking about various organization behavior
practices and establish a theoretical and practical baseline regarding the course. To work on this
research was approved by you on June 25th, 2012. We have completed the research on schedule
and met all your proposed objectives within the allotted time.

The contents of this research concentrate on everything as per outline. We have tried our level
best to include all the relevant theoretical framework, critical analysis, application of knowledge
and practice base evidence. If you have any questions or queries regarding the contents of the
research; we would be grateful to receive your advice. Thank you for giving us the opportunity
to have a practical knowledge about an organization which follows various modern Organization
Behavior (OB) concepts. We are looking forward to work under your honorable supervision in
our future courses.

Thanking you,

Sincerely

----------------- --------------------- -----------------------

Jahir Shah Md. Rakib Hossain Asma Akhter

------------------------ ------------------------ ------------------------

Iraj Ahmed Siddiqui Toufiq Asif Rahman Md. Rakib Siddiqui

Acknowledgement
No study can be completed without the support of the employees of the organization where it is

conducted; more so when the job satisfaction and attrition rate of the employees is the primary

focus. Unconditional assistance and uninterrupted cooperation from our previous subordinates,

co-workers and friends in different organization in which we have experience, are vital for our

recent study. This study would not have taken its present shape in the absence of openness and

readiness to share their insights, judgment and views of the employees of the organization. Our

special thanks to our honorable faculty member Jasim Uddin (JDN) for his support and guidance

at various stages of the project starting from its inception. We would also like to thank Mr. Md.

Mominul Ahsan, General Manager (HRM), AAFL; he gave us idea of the Apex Adelchi

footwear industry and their present economic situation. This project has really been an

experience which gave us the insight of the work culture in Apex Adelchi Footwear Limited and

reasons for attrition rate prevailing in the industry.

Executive Summary
We have done our research on the Apex Adelchi Footwear (Apex Footwear) Limited, in which

we are trying to find out the level of job satisfaction of the employees working in the industry

and their attrition rate. Job satisfaction shows how content the employee is with his/her job. It is

a person‟s evaluation of his or her job and work context. Job satisfaction depends upon various

factors like Job Content, the supervisor, career opportunities in the company, salary, promotion

and other incentives and benefits which a employee can draw from the industry, working

condition the environment of the company and the sub ordinates with which an employee works.

Salary is one of the factors which affect job satisfaction; the level of satisfaction also depends

upon the attitude of the person. People having negative attitude towards their job are generally

not satisfied with their job irrespective of their promotion, working environment and salary

which they are offered. The easiest way to express dissatisfaction is to leave the organization;

this increases the turnover rate of the employees in an organization and increases the attrition

rate. Some other ways to express dissatisfaction is to raise voice and attempts to improve the

situation, passively wait for conditions to improve and the other is to neglect the situation

making it worse. Job satisfaction goes hand in hand with productivity.

The responses to the survey have been quantified by assigning weights to answers.

On performing the regression analysis on the factors affecting intention to quit (and hence

attrition) it was found that work compensation work quality and work environment are the three

factors – work compensation, work quality and work environment that contribute the most to

intention to quit (and hence to attrition).

Table of Contents

Definition of Job Satisfaction.................................................................................1

Objective of the Study............................................................................................3

Detailed Analysis for factors considered................................................................3

Models of Job Satisfaction......................................................................................4

Job Characteristics Model.......................................................................................5

Relationships and Practical Implications.................................................................5

Work Environment.................................................................................................5

Compensation.........................................................................................................6

Work Quality..........................................................................................................7

Organizational Commitment....................................................................................7

Methodology (Brief Profile of the Apex Adelchi Footwear Limited).....................10

Employee Relationship……………………….......................................................11

Method of Research……………...........................................................................11

Methodology of Survey…….................................................................................12

Survey Questions and Responses..........................................................................13

Results……….......................................................................................................25

Recommendation..................................................................................................26

Conclusion...........................................................................................................26

References............................................................................................................27

Questionnaire........................................................................................................28

Definition of Job Satisfaction
Many authors give a variety of definitions of job satisfaction. Some definitions of job satisfaction
are given below:

“Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates”.
-Robert L. Kahn

“Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of
one‟s job. An affective reaction to one‟s job.”

-Weiss

“Job satisfaction is a general attitude towards one‟s job: the difference between the amount of
reward workers receive and the amount they believe they should receive.”
-Stephen P. Robbins

Job satisfaction defines as “The amount of overall positive affect (or feeling) that individuals
have toward their jobs.”
-Hugh J. Arnold and Daniel C. Feldman

“Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your
job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will
experience job dissatisfaction.”
Andrew J DuBrins,

“Job satisfaction is general attitude, which is the result of many specific attitudes in three areas
namely: Specific job factors Individual characteristics Group relationship outside the job.”
-Blum and Naylor

1

“Job satisfaction is defined as “any contribution, psychological, physical, and environmental
circumstances that cause a person truthfully say, „I am satisfied with my job.”“Job satisfaction is
defined, as employee‟s judgment of how well his job on a whole is satisfying his various needs.”

-Mr. Smith

2

Objective of the Study
The research has been undertaken with following objectives.

 To study the level of job satisfaction among the employees of Apex Adelchi footwear
limited
 To understand the organization‟s behavioral environment and employee relationship with
the management
 To study the factors affecting job satisfaction in the Apex Adelchi footwear limited

Detailed Analysis for Factors Considered Job Satisfaction
Job satisfaction describes how content an individual is with his or her job. The happier people
are within their job, the more satisfied they are said to be. Job satisfaction is not the same as
motivation, although it is clearly linked. Job design aims to enhance job satisfaction
and performance; methods include job rotation, job enlargement and job enrichment.
Other influences on satisfaction include the management style and culture, employee
involvement, empowerment and autonomous work position. Definition: Job satisfaction has been
defined as a pleasurable emotional state resulting from the appraisal of one‟s job; an affective
reaction to one‟s job; and an attitude towards one‟s job.

Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should
clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs
and behaviors. This definition suggests that we form attitudes towards our jobs by taking into
account our feelings, our beliefs, and our behaviors.

3

Models of Job Satisfaction
Affect Theory
Edwin A. Locke‟s Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the theory states
that how much one value a given facet of work (e.g. the degree of autonomy in a position)
moderate show satisfied/dissatisfied one becomes when expectations are/aren‟t met.

Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory. It is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies
toward a certain level of satisfaction, regardless of one‟s job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction tends to be stable
over time and across careers and jobs. Research also indicates that identical twins have similar
levels of job satisfaction.

Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzberg‟s two factor theory (also known as Motivator Hygiene Theory) attempts to
explain satisfaction and motivation in the workplace.

This theory states that satisfaction and dissatisfaction are driven by different factors – motivation
and hygiene factors, respectively. An employee‟s motivation to work is continually related to job
satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to
attain personal and organizational goals. Motivating factors are those aspects of the job that
make people want to perform, and provide people with satisfaction, for example achievement in
work, recognition, promotion opportunities. These motivating factors are considered to be
intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working
environment such as pay, company policies, supervisory practices, and other working conditions.

4

Job Characteristics Model
Hackman & Oldham proposed the Job which is widely used as a framework to study how
particular job characteristics impact on job outcomes, including job satisfaction. The model
states that there are five core job characteristics (skill variety, task identity, task significance,
autonomy, and feedback) which impact three critical psychological states (experienced
meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in
turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five
core job characteristics can be combined to form a motivating potential score (MPS) for a job,
which can be used as an index of how likely a job is to affect an employee's attitudes and
behaviors.

Relationships and Practical Implications
Job Satisfaction can be an important indicator of how employees feel about their jobs and
a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover.
Further, job satisfaction can partially mediate the relationship of personality variables and
deviant work behaviors. One common research finding is that job satisfaction is correlated with
life satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to
be satisfied with their job and people who are satisfied with their job tend to be satisfied with
life. However, some research has found that job satisfaction is not significantly related to life
satisfaction when other variables such as non-work satisfaction and core self-evaluations are
taken into account.

Work Environment
A work environment can be identified as the place that one works. i.e. - in an office building in a
cube, at home at the kitchen table, from a car or truck, at a construction site. All are work
environments. We tend, however, to hear about "healthy work environments." This can point to
other factors in the work environment, such as co-workers, air quality, ergonomic seating,
management (the boss!), child care, parking, noise, and even the size of one's cube.

5

A work environment doesn't require a job. It requires that work has to be done in some place.
Say you need to do homework. Where do you do it? At school in study hall? At your kitchen
table? On the floor at a friend's house? These can also be considered work environments.

Creating a Positive Work Environment
An effective work environment is vital to the success of small businesses and large corporations
alike. When problems remain unsolved and rules never get implemented, the result can be an
unproductive staff and a stale work environment. People working together with a common
denominator will accomplish tasks with greater ease and have higher expectations of themselves
and their work. (Success and passion) A positive work environment is critical no matter how
many employees you have. It is management that fosters the work atmosphere so they are
responsible for conducting things in a way that helps raise people's spirits. There are four basic
beliefs:

•Hope

•Trust

•Pleasure

•Opportunity

Compensation
With the technological developments taking place at a higher rate, the salary packages are too
increasing at a much higher rate. Pay packages in Bangladesh have witnessed an increase of
more than 14% in 2011 over last year‟s salary packages. The compensation package comprises
of monetary and non-monetary benefits that includes salary, special allowances, house rent
allowance, travel allowance, mobile allowance, employee stock options, club memberships,
accommodations, retirement benefits and other benefits. Globalization is being considered as the
cause for such salary hikes. The establishment of multi-national companies and privatization has
led the Bangladeshi footwear industry to witness higher salary package.

6

With the immense competition of attracting and retaining talented human resource,
compensation package is the only motivation factor available with the organizations be it
Bangladeshi origin organizations or foreign-owned multinationals. With the high attrition rate
organizations are increasing their salary packages to attract and retain talented human resource.

Work Quality
Work quality is basically how an employee perceives the quality of work that he does and how
fulfilling is it for the higher needs of the employee i.e. of self actualization. Factors on which
work quality depends, Employee participation: How involved is he in the overall management of
his work. How of responsibility and freedom he/she is being given. Employee participation as a
workplace strategy Information sharing: How much of the information about the projects,
company etc is shared with the employee.

Receiving feedback on your work: does he get proper feedback for his effort, basic recognition
of his work for further motivation and enhancement. Skill use: How much he is able to use his
skill sets in his work. Or does his work gives no scope for using his skills to him. Opportunities
for skills development: What opportunity does his work offers to him to further enhance his
knowledge and improve his skill sets? Workplace training: whether he is being given proper
training for the job he has to do.

Organizational Commitment
Organizational commitment is the psychological attachment of an employee to an organization.

Model of commitment
According to Meyer and Allen's (1991) three-component model of commitment, prior research
indicated that there are three "mind sets" which can characterize an employee's commitment to
the organization:

7

Affective Commitment: AC is defined as the employee's positive emotional attachment to the
organization. An employee who is affectively committed strongly identifies with the goals of the
organization and desires to remain a part of the organization. This employee commits to the
organization because he/she "wants to". In developing this concept, Meyer and Allen drew
largely on Mow day, Porter, and Steers's (1982) concept of commitment, which in turn drew on
earlier work by Kanter (1968).

Continuance Commitment: The individual commits to the organization because
he/she perceives high costs of losing organizational membership (cf. Becker's 1960 "side bet
theory"), including economic costs (such as pension accruals) and social costs (friendship ties
with co-workers) that would be incurred. The employee remains a member of the organization
because he/she "has to".

Normative Commitment: The individual commits to and remains with an organization because
of feelings of obligation. These feelings may derive from many sources. For example, the
organization may have invested resources in training an employee who then feels a 'moral'
obligation to put forth effort on the job and stay with the organization to 'repay the debt.' It may
also reflect an internalized norm, developed before the person joins the organization through
family or other socialization processes, that one should be loyal to one‟s organization. The
employee stays with the organization because he/she "ought to”.

TYPES

 Intellectual Commitment (full)
 Emotional Commitment (full)
 Financial Commitment (phased)

8

Guidelines to Enhance Organizational Commitment
There are five guidelines which help to enhance organizational commitment.

1) Commit to people-first values: Put it in writing, hire the right-kind managers, and walk the
talk.

2) Clarify and communicate your mission: Clarify the mission and ideology; make it
charismatic; use value-based hiring practices; stress values-based orientation and training; build
the tradition.

3) Guarantee organizational justice: Have a comprehensive grievance procedure; provide
for extensive two-way communications.

4) Community of practice: Build value-based homogeneity; share and a hare alike;
emphasize barn raising, cross-utilization, and teamwork; getting people to work together.

5) Support employee development: Commit to actualizing; provide first-year job challenge;
enrich and empower; promote from within; provide developmental activities; provide employees

9

Methodology

Brief Profile of the Apex Adelchi Footwear Limited

Apex is a leading foot wears company of Bangladesh. Apex footwear Limited, established on 4th

January, 1990 Mr. Sayed Manzur Ilahi is the entrepreneur of Apex. It changes the name to Apex

Adelchi footwear limited. 27th December, 2007. It is the second largest footwear company in

Bangladesh. Apex Adelchi Footwear Limited is a leading manufacturer and exporter of leather

footwear from Bangladesh to Japan, Western Europe and North America. Apex Adelchi was

one of the first companies to start exporting value added finished leather products from

Bangladesh. The company is also involved in local retail business. AAFL has strategic, technical

and marketing alliances with Italy. Public listed and traded since 1993, AAFL is professionally

managed, currently employees 8000 persons and is in full compliance with Corporate

Governance Compliance Report under Section 2CC of the Securities Exchange Commission

Notification Order. Per day production capacity is more than 20000 pairs. Apex footwear is most

successful footwear company in Bangladesh. The company achieved net sales of BDT 7.8 billon

in 2011. Its market share is growing fast along with the emerging middle income population of

the country.

10

Employee Relationship
Apex Adelchi Footwear maintains a very strong relationship among employees. It presently
employs 8000 persons at various departments. In the lunch time during office hour, employees
have their foods by sitting in same table. The company provides same type of food for all
employees. It never differentiates any person in terms of their designations. It maintains a free
flow of information among the employees. Any employee can ask any question to any middle
and top level management at any time. When a person comes to another person, they give
priority to that person‟s need to their own task that they were performing. They deem it is
discourteous to continue their own task when a person comes to them. Most of its employees
believe that they are doing a business not a job.

Method of Research
For our research, we have formed series of questions to measure job satisfaction and reasons
for attrition rate in organizations selected. The questionnaire was mainly divided into three parts.
First part is to find out the factor which best represents the employee overall job satisfaction. The
factors used were employee recognition, pay and benefits, and job content. Second part
contained the questions regarding agreeableness of employees on different factors like Work
environment, Compensation, Work quality, Organizational commitment. The above factors were
considered because in general for any employee those are the main factors which contribute to
both personal and professional satisfaction.

From the employee‟s rating on the agreeableness to different factors we can find out the level
of the job satisfaction of employees in different companies and also the main reason for the
attrition rate. Third part is to find out the crucial reasons for the attrition rate i.e. the main reasons
for employees to make decision to quit the job. Some of the factors mentioned in questionnaire
are work quality, politics in the organization, work load, compensation, and work environment.
We also followed some other methods which are given below:

Literature review of the related topics.
Library research & studies.
11

On line journal assessment & analysis about the topic.
Consulting with the general work force or employees of that organization‟s root level.
Noting the important points & in formations & focused our analysis based on the data
which were available during the conversation with the employees.
Class room lectures, class notes, lecture notes, relevant case studies
Real life experience & evidences with examples on the basis of theoretical & conceptual
analytical frame work.
In few cases hypothetical & conceptual evaluation on the basis of availability of the
current information to draw an effective conclusion.

Methodology of Survey

The responses to the survey have been quantified by assigning weights to answers. For instance,

a “Strongly agree” in response to a question gets a weight of 4, an “Agree” gets a weight of 3, a

disagree gets a weight of 2 and so on. We have formulated some hypotheses pertaining to the

different factors that affect attrition in AAFL and then a regression analysis has been done to find

out as to which all factors contribute significantly to attrition. The dependent variable that we

have taken is Intention to quit (the question chosen is - As soon as possible I will leave this

organization) which may be taken as a good representation of attrition. The independent

variables (or the factors that affect intention to quit and hence attrition) are –

Work compensation, organizational commitment, work quality and work environment. The

following hypotheses have been formulated:

12

Variables Null Hypothesis-H0 Alternate Hypothesis – H1

Work Work compensation Work compensation does
compensation does not contribute contributes significantly to
significantly to intention to quit intention to quit

Organizational Organizational commitment does Organizational commitment
commitment not contribute significantly to does contribute significantly to
intention to quit intention to quit

Work quality Work quality does not contribute Work quality does contribute
significantly to intention to quit significantly to intention to quit

Work environment Work Environment does not contribute Work environment does
significantly to intention to quit contribute significantly to
intention to quit

13

Survey Questions and Responses
Gender
Male 81 75%

Female 27 25%

DIRECTIONS: Please select the level that best represents your level of overall job satisfaction
for each item below. - That your views and participation are valued?

Strongly satisfied 7%

Satisfied 71%

Dissatisfied 16%

Strongly dissatisfied 6%

14

for each item below. - That your work gives you a feeling of personal accomplishment?


Satisfied 65%

Dissatisfied 13%


for each item below. - That you receive appropriate recognition for your contributions?

Satisfied 33%
Dissatisfied 40%

15

for each item below. - That your compensation matches your responsibilities?

Satisfied 54%
Dissatisfied 29%

Work environment: - I have the resources I need to do my job well

Strongly agree 32%
Agree 61%
Disagree 3%
Strongly disagree 4%

16

Work environment: - I have all the information I need to do my job effectively

Strongly agree 28%
Agree 58%
Disagree 14%

Work environment: - My workplace is safe

Strongly agree 56%
Agree 33%
Disagree 9%

17

Work environment: - My work climate encourages teamwork and support

Strongly agree 19%
Agree 49%
Disagree 27%

Compensation: - I am paid fairly for the work I do

Strongly agree 6%
Agree 59%
Disagree 34%

18

Compensation: - My salary is competitive with similar jobs I might find elsewhere

Strongly agree 27%
Agree 54%
Disagree 18%

Compensation: - My benefits (over & above my pay) are comparable to those offered by other
organizations

Strongly agree 28%
Agree 51%
Disagree 18%

19

Work quality: - My responsibilities and quality of work match my skills and qualifications

Strongly agree 7%
Agree 64%
Disagree 25%

Intention to Quit: - I think a lot about quitting my job

Strongly agree 10%
Agree 52%
Disagree 32%

20

Intention to Quit: - I am actively searching for an alternative to my present job

Strongly agree 6%
Agree 44%
Disagree 44%

Intention to Quit: - As soon as possible I will leave this organization

Strongly agree 21%
Agree 39%
Disagree 31%

21

Organizational Commitment: - If necessary, I am prepared to put myself out for this organization
(e.g. by working long and/or unsocial hours)

Strongly agree 21%
Agree 45%
Disagree 33%

Organizational Commitment: - If asked, I am prepared to take on more responsibility or tasks not in my job
description
Strongly agree 20%
Agree 65%
Disagree 14%

22

Organizational Commitment: - I feel that it is worthwhile to work hard for this organization

Strongly agree 15%
Agree 68%
Disagree 14%

Organizational Commitment: - I am committed to this organization

Strongly agree 22 20%
Agree 62 57%
Disagree 22 20%
Strongly disagree 2 2%

23

What are the most crucial reason(s) that will affect your decision if you choose to quit your job?

Compensation (whole pay package) 78 72%

Work environment 55 51%

Quality of work 68 63%

Want to start your own venture 10 9%

Too much work load 56 52%

Too little work 4 4%

Politics in the organization 56 52%

None, I won't quit my job 1 1%

24

Results
On performing the regression analysis on the factors affecting intention to quit (and hence
attrition) it was found that work compensation work quality and work environment are the three
factors that contribute the most to intention to quit (and hence to attrition). Accordingly the null
hypotheses for these three factors were rejected and the final conclusion is depicted in the
table below:

Variables Null Hypothesis – H0 Alternate Conclusion
Hypothesis –H1

Work compensation Work compensation does not Work
contribute significantly to compensation Reject the null
intention to quit does contribute hypothesis
significantly to
intention to quit

Organizational Organizational commitment does Organizational Do not reject the
commitment not contribute significantly to commitment null hypothesis
intention to quit does contribute
significantly to
intention to quit

Work quality Work quality does not contribute Work quality Reject the null
significantly to intention to quit does contribute hypothesis
significantly to Work
intention to quit

Environment Work environment does not Work Reject the null
contribute significantly to environment hypothesis
intention to quit does contribute
significantly to
intention to quit

25

RECOMMENDATION
AAFL is a leading manufacturer and exporter of leather Footwear Company and it has lot of
operations in different region of the world. So it needs to work with the different work
environment of the world. They need to keep in mind that different employees in different
countries have different job satisfaction needs. That‟s why they are very serious at this sector.
They have some motivational technique to control this job attitude affect and it‟s very effective.
Among most of the theories Apex motivational techniques nearly matches to the Herzberg’ 2
factors theory where they believe employees should get those typical hygiene factors as well as
motivational factors. They mainly combine ‘High Highgene + High Motivation system ‘where
they successfully make people highly motivated less complains.

They provide better working conditions premium, bonus on special occasion, deliver securities,
or insurance policies. Apex uses motivation technique throw job design where they ‘Feed people
to jobs’ They provide the employees both Extrinsic Rewards (Payoffs granted to the
individual by other rewards like money, employee benefits, promotions, recognition, status
symbols, and praise)And Intrinsic Rewards (Self-granted and internally experienced
payoffs like sense of accomplishment, self-esteem, and self-actualization). They firmly
believe that, “rewards must be linked to performance“& they just motive their employees by
telling not to forget that tag line. They also offer flexible time schedules where they allow
employees to choose their own arrival and departure times within specified limits. So, it‟s more
effective to keep good employee & make them satisfied.

Conclusion
After carefully analyzing the management of Apex, we have come to this conclusion that the
management practices employed at this company is exemplary for a company of its size and
nature. The emphasis that the company has put on motivating its quality resources is one of the
strengths of this company. Mr. Sayed Manzur Ilahi worked really hard to make his dream comes
true, and now he is a successful entrepreneur and his contribution, struggle, ability of taking risk
and facing challenges lead him to this success.
26

REFERENCING

1) Pearson Education – Organizational Behavior 13e by
Stephen P Robbins and Timothy A Judge
2) http://seminarprojects.com/Thread-attitudes-and-job-satisfaction#ixzz203p0Acxd
3) Hoskinson, Porter, & Wrench, p.133
4) Hackman & Oldham, 1980; Smith, Kendall, & Hulin, 1969
5) THE PRINCIPLES OF MANAGEMENT, page -48(FIGURE 2.13)
6) Crant, M. J. (1995). The proactive personality scale and objective job performance
among real estate agents. Journal of Applied Psychology, 80, 532–537.
7) Peter G. (summer 2002) “performance management & appraisal”
8) http://www.wikipedia.org/
9) AAFL‟s general manager (HRM)

27

Annexure

Questionnaire

Name:

Current employer:

Gender

Male Female

for each item below.

28

Please rate your agreeableness on the items listed below.

Work environment:

29

Compensation:

Work quality:

30

Intention to Quit:

Organizational Commitment:

31

What are the most crucial reason(s) that will affect your decision if you choose to quit your job?

Compensation (whole pay package)

Work environment

Quality of work

Want to start your own venture

Too much work load

Too little work

Politics in the organization

None, I won't quit my job

32

Final research paper of mgt321

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