JOB SATISFACTION OF EMPLOYEES
Research time: 10.07.2013 – 20.07.2013
Based on Nusaresearch‟s panelist
B. Research information
Research method : Quantitative research (Online survey)
Timing : 10.07.2013 – 20.07.2013
Sample size : 371s
Research area : Nationwide (Indonesia)
Target : Male, female over 18 years old and working currently
Research objectives : Find out how factors affect the job satisfaction in the work place and construct regression model of satisfaction
Sampling method : Internet sampling (Nusaresearch Panel)
Does Job Satisfaction affect Job Performance? Surprisingly, job satisfaction is not related to job performance. Organization can control job performance by developing rules and procedures or giving rewards and punishments.
Does Job Satisfaction affect Job Performance? Surprisingly, job satisfaction is not related to job performance. Organization can control job performance by developing rules and procedures or giving rewards and punishments.
We have made a presentation on 'Job Dissatisfaction'. We made a 'Pareto chart' that shows the statistics of the various reason of job dissatisfaction. One of us has a family business. So we spoke to the people working in his firm about whether they are dissatisfied with their jobs or no. And if they are not satisfied with their job then we asked them the reason about their dissatisfaction. We took a count of these people and using this statistics we made the pareto chart.
Team Members:
Sairaj Hemachandran
Nishka Vikas Gulati
Method of measuring job satisfaction
Generally there are 2 methods
simple global rating and summation
and also a 3rd personal interview for extreme circumstances.
The purpose of this paper is to discuss on the concept of job satisfaction and how job satisfaction can make impact on the performance of employees in an organization. The paper will be limited to the positive and negative effects of Job satisfaction. Secondly, the literature review will discuss the relationship between employee motivation, job satisfaction and employee performance.
We have made a presentation on 'Job Dissatisfaction'. We made a 'Pareto chart' that shows the statistics of the various reason of job dissatisfaction. One of us has a family business. So we spoke to the people working in his firm about whether they are dissatisfied with their jobs or no. And if they are not satisfied with their job then we asked them the reason about their dissatisfaction. We took a count of these people and using this statistics we made the pareto chart.
Team Members:
Sairaj Hemachandran
Nishka Vikas Gulati
Method of measuring job satisfaction
Generally there are 2 methods
simple global rating and summation
and also a 3rd personal interview for extreme circumstances.
The purpose of this paper is to discuss on the concept of job satisfaction and how job satisfaction can make impact on the performance of employees in an organization. The paper will be limited to the positive and negative effects of Job satisfaction. Secondly, the literature review will discuss the relationship between employee motivation, job satisfaction and employee performance.
Dmytro talked on an OSAC quarterly meeting and explained legal background for monitoring of employees correspondence, phone calls, spy after employees. He compared Ukrainian legislation and rare Ukrainian enforcement experience with US laws and court practice.
A project report submitted to Amrita Vishwa Vidyapeetham in partial fulfillment of the award of degree of Bachelor of Business Management
Topic : A STUDY ON JOB SATISFACTION OF EMPLOYEES AT PALM FIBRE (INDIA) PRIVATE LIMITED PATHIRAPALLY, ALAPPUZHA
Period : 1st June 2012 to 30th June 2012
■General attitude about life
•Among 3 countries, Indonesia gained highest level of life satisfaction in 2014 and 2015.
•The majority of Vietnamese admitted that life in 2015 has improved with 62.3% compared to life in 2014 that is felt a lot harder. They also experienced a much more satisfying life in 2015 than in 2014.
■Occupation
•The majority of Vietnamese admitted that job in 2015 was satisfying with 40.3% compared to satisfaction in 2014 (27.7%). Meanwhile, there were no big changes in job satisfaction of Indonesian from year 2014 to 2015. And Thai people felt the same satisfaction as in year 2014, with 45.8%.
■Shopping Habits
•Vietnamese mostly purchased products for personal use at Supermarket (29.3%), and Grocery store (14.0%), while they often visit Supermarket (31.8%) for household use products. In Indonesia, Supermarket is the most popular place to buy products for both personal and household use, with 24.8% and 29.0% respectively. Thai respondents mostly purchased products for personal use at Hypermarket (37.5%), and Mall (14.0%)
■Money&Savings
•The income in 2015 compared to 2014 has changed significantly for Thailand. There are much fewer respondents (44.8%) who indicated that their income has been increased in 2015 compared to 60.9% in year 2014.
•Regarding expenditure change, Vietnam has highest percentage of increase in expenditure in 2015 with 78.3%, next is Indonesia with 75.5% and followed by
This presentation on "Employee Job Satisfaction" which is very useful to new trainee, How an employee or student analyses the satisfaction between management and employee
Report on Changing Job in Indonesia
Data collection timing: 14th–16th March 2014
Based on Nusaresearch’s panelist
B.Research information
Research method: Quantitative research (Online Survey)
Data collection:14th–16th March2014
Sample size:364
Research area: Nationwide (Indonesia)
Target: Male & Female aged 17 years old and over an employee
Research objectives: To explore the changing job in Indonesia.
Sampling method: Internet Sampling (Nusaresearchpanel)
Leadership Essentials incorporate viable examination, an unmistakable vision, the capacity to impact others and foster individuals' ability, and the flexibility needed to look after center.
Southeast Asia economy is growing rapidly through investments from local and foreign governments as well as private firms creating new jobs and opportunities.
“1 to 2 years”is the common average working term for Vietnamese(35.8%). On the other side, Thailand and Indonesia people tend to stay longer at a company compared with Vietnamese. For example, 29.6% of Thai respondents and 35.0% of Indonesian respondents stay at a company for “3 years and more“.
Reward System and Level of Staff Satisfaction among NonAcademic Staff of Sele...AJHSSR Journal
In any profit-oriented workplace, job relationship is seen as a trade procedure where workers
give inputs in terms of skills and expertise for the different rewards, compensations and incentives from their
employer which go far in deciding their satisfaction, performance and productivity. This study sought to
examine the level of staff satisfaction with the reward system implemented by three (3) selected tertiary
institutions in Enugu State, Nigeria. Survey design was adopted for this study. The population of the study was
1122 staff drawn from the non-academic staff of the selected higher institutions in Enugu State, Nigeria. A
sample size of 415 was obtained using Taro Yamane‟s (1964) formula for finite population. Four hundred and
fifteen (415) questionnaires were used to collect data from respondents who were non-academic staff members,
after being validated by experts in academia and human resources management. Burley‟s proportional
allocation was used to calculate proportionate sample size. Out of 415 copies administered, three hundred and
one (301) copies were returned and used for the analysis. Data were collected through primary and secondary
sources. Cronbach‟s Alpha was used to test for the reliability of the instrument, an Alpha of 0.79 was obtained
thus confirming the reliability of the instrument. The hypotheses formulated were tested using Z test. Findings
from the study revealed that the level of staff satisfaction with the reward system implemented by the tertiary
institutions is low (computed z-value of 24.385 against 1.645 and significance of 0.000) (z = 24.385> at p<
0.05) during the period studied. Based on the finding, the study concludes that the reward system implemented
have a very strong correlation with the satisfaction of non-academic staff in the institutions of higher learning
studied. In the light of the forgoing therefore, it was recommended that the reward systems implemented by the
institutions should be consistent with staff needs and relevant to the personal life of the employee. Also, the
reward system implemented should be reviewed at various levels to earn the employees‟ commitment and
satisfaction.
Job satisfaction - does it impact on-job performance?Fatema Tandiwala
What is "Satisfaction"?
Satisfaction means the simple feeling of attainment of any goal or objective.
What do you understand by "Job Satisfaction"?
Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a motivation to work. It is not the self-satisfaction, happiness or self-contentment but the satisfaction on the job.
Job satisfaction relates to the total relationship between an individual and the employer for which he is paid.
What does "Job Dissatisfaction" say?
Job dissatisfaction brings an absence of motivation at work.
The aim of this study is to investigate reward system and employee performance in three selected
companies such as Nestle Plc, Mumudia Integrated services and Bucebal ventures limited in Port Harcourt,
Rivers State. The study also shows how employees improve its performances in a reward system. Questionnaire
was used as instrument and 60 questionnaires were issued and while 50 questionnaires were retrieved to check
the respondent’s opinion.
A. Research background
Since the beginning of the smartphone era, smartphone devices are gaining more popularity among users of all ages due to the convenience provided by smartphone applications, which now play a significant role in helping users live their lives more conveniently through providing entertainment as well as a platform to do business everywhere and anytime. In the past, application categories are limited to a few such as games and a few productivity applications, but who would have imagined we would have fitness tracking applications, educational applications or even medical applications?
While many applications today receive huge success in this fiercely competitive market, many are down falling. Developers today become more active in coming up with new types of applications with different layouts and designs to keep up with consumer’s demands, behavior as well as the changing trends.
Furthermore, new business models have been introduced to customers through reward application where consumers can collect stamps and points from their favorites places in order to claim discounts and prizes later.
W&S would like to study the rise and fall of smartphone applications and track changes during the past three months as well as study the awareness of reward applications in three Southeast Asian countries including Indonesia, Thailand and Vietnam.
Note) From page 9-11
T2B: Top Two Boxes
B3B: Bottom Three Boxes
A. Research background
Since the beginning of the smartphone era, smartphone devices are gaining more popularity among users of all ages due to the convenience provided by smartphone applications, which now play a significant role in helping users live their lives more conveniently through providing entertainment as well as a platform to do business everywhere and anytime. In the past, application categories are limited to a few such as games and a few productivity applications, but who would have imagined we would have fitness tracking applications, educational applications or even medical applications?
Tour & Travel Agent Competition in Indonesia 2014
Omnibus Popular Brand Index 2014
A. Detail findings
1.Popular Brand Index
2.Brand awareness
3.Expansive
4.Frequent Visitor
5.Future Intention
6.Switching
7.General Information
Online Hotel & Ticket Booking Sites in Indonesia 2014
Omnibus Popular Brand Index 2014
A. Detail findings
1.Popular Brand Index
2.Brand awareness
3.Expansive
4.Frequent User
5.Future Intention
6.Switching
7.General Information
RTD Tea Bottle Indonesia Popular Brand in Indonesia 2014
Omnibus Popular Brand Index
A. Detail findings
1.Popular Brand Index
2.Brand awareness
3.Expansive
4.Market Share
5.Future Intention
6.Switching
7.General Information
Price Comparison Sites in Indonesia 2014
Omnibus Popular Brand Index
A. Detail findings
1. Popular Brand Index
2. Brand awareness
3. Expansive
4. Frequent User
5. Future Intention
6. Switching
7. General Information
REPORT ON VIETNAMESE TRAVEL TREND 2013
Research time:18.04 – 25.04.2013
Based on Vinaresearch’s panellist
B. Research information
Research method : Quantitative research - Online
Timing : 18th - 25th April 2013
Sample size : 1,171
Research area : Hanoi & Ho Chi Minh city
Target : Respondents took leisure vacations in the last 12 months or intend to travel in next 12 months
Research objectives : Explore Vietnamese Travel trend 2013
Sampling method : Natural sampling
Overview of Floor cleaner products in Vietnam market
PBI Survey 2015
Research Design
Research Method: Internet Sampling
Fieldwork Period: 27th Jan 2015 – 4th Feb 2015
Research Area: Vietnam (Nationwide)
Respondent Criteria: Female only
Sample Size: 983 samples
Survey Content:
Floor Cleaner brand awareness
Expansive of Floor Cleaner Brand
Floor Cleaner brand ever used
Floor Cleaner brand used in the past 3 months
Floor Cleaner brand most often used in the past 3 months
Floor Cleaner brand use in the future
Floor Cleaner brand recommendation
HOUSING MARKET IN HANOI & HOCHIMINH CITY
Research method : Quantitative – Online research
Timing : 1st – 15th October 2013
Sample size : 200
Research area : Hanoi & Ho Chi Minh City
Sampling method : Internet sampling
Target respondents :
Monthly household income: 7,500,000 – 30,000,000 VND
Age: 25 – 40 years old
Having intention to buy a house in the next 2 years
CONSUMERS’ VIEWPOINT ON USING LAUNDRY DETERGENT
Research time: 17th – 27th July 2013
Based on Vinaresearch’s panelist
A. Research information
Research method : Quantitative Research
Timing : 17th – 27th July 2013
Sample size : 1,048
Research area : Nationwide
Target : Females who had bought laundry detergent in the 3 - month period before the survey
Research objectives : 1. Study on the habit of using laundry detergent of Vietnamese 2. Analyze customer attitudes towards attributes of laundry detergent brands
3. Calculate brand loyalty of Vietnamese consumers
Sampling method : Internet sampling
REPORT ON COOKING OIL MARKET
Research time: 6th May – 8th June 2013
Research information
Research method : Quantitative – Online research
Timing : 3rd – 15th May 2013
Sample size : 1,038
Research area : Nationwide
Target : Female aged 20 years old and over
Main decision maker and main buyer of cooking oil product
Research objectives : Tracking changes in cooking oil market after 1 year
Sampling method : Internet sampling
Overview of Toilet Cleaner products in Vietnam market
PBI Survey 2015
Research Design
Research Method: Internet Sampling
Fieldwork Period: 27thFeb 2015–1stMar2015
Research Area: Vietnam (Nationwide)
Respondent Criteria: Male & Female
Sample Size: 850 samples
Survey Content:
Toilet cleaner brand awareness
Expansive of Toilet cleaner Brand
Toilet cleaner brand ever used
Toilet cleaner brand used in the past 3 months
Toilet cleaner brand most often used in the past 3 months
Toilet cleaner brand use in the future
Toilet cleaner brand recommendation
Overview of Motorbike in Vietnam Market
PBI Survey 2015
Research Design
Research Method: Internet Sampling
Fieldwork Period: 21st April 2015 – 23rd April 2015
Research Area: Nationwide
Respondent Criteria: Male & Female
Sample Size: 1660 samples
Survey Content:
Motorbike brand awareness
Expansive of Motorbike Brand
Motorbike brands ever used
Motorbike brands used in the past 3 months
Motorbike brand most often used in the past 3 months
Motorbike brand use in the future
Motorbike brand recommendation
Overview of Fabric Conditioner products in Vietnam market
PBI Survey 2015
Research Design
3
Research Method
Internet Sampling
Fieldwork Period
26th Feb 2015 – 01st Mar 2015
Research Area: Vietnam (Nationwide)
Respondent Criteria: Female only
Sample Size: 500 samples
Survey Content:
Fabric Conditioner brand awareness
Expansive of Fabric Conditioner Brand
Fabric brand ever used
Fabric brand used in the past 3 months
Fabric Conditioner brand most often used in the past 3 months
Fabric Conditioner brand use in the future
Fabric Conditioner brand recommendation
Overview of Dishwashing liquid products in Vietnam market
PBI Survey 2015
Research Design
3
Research Method
Internet Sampling
Fieldwork Period
9th Feb 2015 – 10th Feb 2015
Research Area: Vietnam (Nationwide)
Respondent Criteria: Female only
Sample Size: 620 samples
Survey Content:
Dishwashing liquid brand awareness
Expansive of Dishwashing liquid Brand
Dishwashing liquid brand ever used
Dishwashing liquid brand used in the past 3 months
Dishwashing liquid brand most often used in the past 3 months
Dishwashing liquid brand use in the future
Dishwashing liquid brand recommendation
Facial Cleanser Vietnam Popular Brand 2015
Popular Brand Index
Research Design
Research Method: Internet Sampling
Fieldwork Period: 05th March 2015 – 10th March 2015
Research Area: Vietnam (Nationwide)
Respondent Criteria: Female only
Sample Size: 770 samples
Survey Content:
Brand Awareness of Facial Cleanser
Brand Advertising Expansive of Facial Cleanser
Facial Cleanser Brands ever used
Facial Cleanser Brands used in the past 3 months
Facial Cleanser Brand used most often within the past 3 months
Facial Cleanser Brand choose to use in the future
Facial Cleanser Brand would recommend
Report on sexual activity and contraceptive methods for female
June 2014
Table of content
A.Research background
B.Research design
C.Respondent profile
D.Key findings
E.Detail findings
1. Frequently met women's health diseases
2. Sex knowledge
3. Sexual activity
4. Contraceptive methods
5. Daily contraceptive pills
6. Emergency contraceptive pills
Shampoo Market
Tracking survey on 2014
A. Research background
Following up with the data presented in Q4/2012, W&S conducted internal research for shampoo market in Q1/2014 to track the data.
The survey is conducted focus on following points:
■ Usage and Attitude
Frequency of washing hair, important factors for product choice, purchase places, frequency of purchasing shampoo, type of packaging and volume.
■ Brand awareness
Top-of-mind, total spontaneous and total awareness
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
www.nidmindia.com
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
Report about Job Satisfaction of Employees in Indonesia 2013
1. Report time: August 2013
Creator: Nusaresearch team
JOB SATISFACTION OF
EMPLOYEES
Research time: 10.07.2013 – 20.07.2013
Based on Nusaresearch‟s panelist
2. A. Executive summary
[1] Nearly 40% of surveyed employees are not satisfied with current compensation
Within 371 employees who were asked, there are 99 people agree that they satisfied with their current salary / bonus,
which leads to low satisfaction mean score with 2.87. This score is not much different among groups when being
categorized by demographic factors.
For welfare, mean satisfaction is 3.07, slightly higher than salary and bonus. Good allowance, annual healthcare check
and vacation / sick leave upon request are voted as best three welfare items for employees in their current company,
with mean satisfaction score of 4.13, 3.88 and 3.87 respectively.
[2] Rating for various elements of working condition is generally positive
3.16 is mean satisfaction score for work conditions. More than 60% employees agree that their employers has pay
good attention to their working conditions by ensuring the safety, providing working equipment as well as full-instruction
for operation.
[4] Rating for training & promotion is generally positive with 3.25 point on 5-scale
For training, 63.3% mentioned that current training courses of company are good as well as they receive good
facilitation for training. More than half also said that they have chances to participated in those training courses (57.1%).
For promotion opportunities, there are different ideas. Although 59.3% surveyed employees agree that they company
has good advancement opportunity, only 38% admitted that there are many in their current job, which leads to lower
mean score (3.16 compared to 3.57).
3. A. Executive summary
[5] Mean satisfaction score for manager is 3.23 compared to 3.67 for colleagues
Obviously, less than 40% surveyed employees feel satisfied with their manager while more than 60% feel satisfied with
their colleagues at workplace.
Most employees highly appreciated that their manager always supports and encourages them (76.6). However, they
have high suspicion when mention the fair treatment between subordinate staff, as well as leadership skills of their
manager and scores highest among issues they disagree (16.2% each).
[6] In general, surveyed employees do not feel pressure with their current workload
As the satisfied percentage is 51.8 compared to 14.8 of dissatisfied percentage.
While the employees above 30 years old has highest mean score of satisfaction (3.67), those working less than 3 years
in current company seem to have a high volume workload and have lower gratification level of 3.30.
[7] Mean score for the evaluation system among groups is from 3.25 to 3.41
People acknowledge self-improvement demand for better work performance (74.4%). However, part of employees are
not optimistic about the adequacy between payment and performance. In particular, 22.6% not sure if they can get a
raise / bonus with good performance and 21.6% also disagree that their salary / Bonus reflect their contribution.
[8] The satisfaction level of employees regression equation:
Overall Satisfaction (Y) = 0.18*Training & Promotion (X1) + 0.264*Relationship with seniors (X2) +
0.117*Relationship with colleague (X3) + 0.330*Performance evaluation (X4)
4. B. Research information
Research method : Quantitative research (Online survey)
Timing : 10.07.2013 – 20.07.2013
Sample size : 371s
Research area : Nationwide (Indonesia)
Target : Male, female over 18 years old and working currently
Research objectives : Find out how factors affect the job satisfaction in the work place and
construct regression model of satisfaction
Sampling method : Internet sampling (Nusaresearch Panel)
5. Part 1. Overall job satisfaction of employees
C. Research findings
Part 2. Regression model on job satisfaction of employees
6. Part 1. Overall job satisfaction of employees
1. Salary / bonus
2. Welfare
3. Working conditions
4. Training & Promotion
5. Relationship with seniors
6. Relationship with colleague
7. Workload
8. Performance evaluation
7. 3.8
22.9
35.6
31.5
6.2
I am satisfied with the salary /
bonus in current company
Figure 1. Satisfaction level of salary and bonus
Strongly agree Agree Neutral Disagree Strongly disagree
1. Salary / Bonus
Percentage of respondents who feel satisfied with their current salary / bonus is not really high which leads to low satisfaction
mean of 2.87.
Nearly 40% of surveyed employees are not satisfied with current compensation
Q. Please let us know your agreement level toward the salary & bonus system received at current company? [Matrix SA] Based n=371 (Unit: %)
Satisfaction Mean
2.87
8. 2.82
2.85
2.77
2.93
2.92
2.90
2.88
2.90
2.80
2.76
Figure 2. Satisfaction mean for salary and bonus by groups
1. Salary / Bonus
As can be seen from the result, there is no significant difference on satisfaction mean among groups when being categorized by
demographic factors.
Satisfaction level of salary & bonus does not vary much among groups
Male (n=244)
18 - 30 years old (n=180)
Jakarta (n=104)
Bachelor Degree or higher (n=211)
3 years working or less (n=162)
Q. Please let us know your agreement level toward the salary & bonus system received at current company? [Matrix SA] Based n=371
Female (n=127)
Above 30 years old (n=191)
Others (n=267)
Diploma Degree or lower (n=160)
More than 3 years working (n=209)
(Unit: %)
9. 1. Salary / Bonus
Although overall satisfaction toward compensation system is low, more than 2/3 surveyed employees agree that there is
adequacy among their work‟s effectiveness, responsibility and compensation system. In fact, the majority (61.7%) also indicated
that their company has good benefits.
Satisfaction level of employees differs from item to item of salary & bonus
Q. Please let us know your agreement level toward the salary & bonus system received at current company? [Matrix SA] Based n=371
39.4
27.8 25.9 22.9 16.7 13.7 13.5
38.3
39.1
34.5 35.0
27.8
48.0
38.3
11.6
17.3
20.8 21.6
29.9
32.1 32.1
7.8 14.3 15.9 18.3 22.9
4.0
14.3
3.0 1.6 3.0 2.2 2.7 2.2 1.9
Bonus (monthly /
quarterly / yearly)
is adequate with
work effectiveness
Salary is adequate
with my job
responsibility
Annual salary
increase is
suitable with my
contribution to
company
Salary is adequate
with the nature of
work I am doing
Salaries, bonuses
and benefits are
distributed evenly
Company has
good benefits
Salary is
competitive
compared to
domestic labor
market
Figure 3. Satisfaction level of salary and bonus items
Strongly agree Agree Neutral Disagree Strongly disagree
4.03Mean 3.77 3.67 3.64 3.58 3.47 3.33
(Unit: %)
10. 1. Salary / bonus
2. Welfare
3. Working conditions
4. Training & Promotion
5. Relationship with seniors
6. Relationship with colleague
7. Workload
8. Performance evaluation
Part 1. Overall job satisfaction of employees
11. 3.8
28.6
42.9
20.8
4.0
I am satisfied with the benefits
offered
Figure 4. Satisfaction level for welfare system
Strongly agree Agree Neutral Disagree Strongly disagree
2. Welfare
Satisfaction score of employees toward welfare model is slightly higher than salary and bonus (mean=3.07). In which, there are
7.6% respondents feel satisfied with the welfare system of current company more than those who dissatisfied.
More than 3 out of 10 surveyed employees are not satisfied with current welfare model
Q. Please let us know your agreement level toward the welfare system received at current company? [Matrix SA] Based n=371
Satisfaction mean
3.07
(Unit: %)
12. 2. Welfare
In general, all groups achieved mean satisfaction score of over 3.00 excluding female employees and employees who have 3
years working or less. In details, their satisfaction mean for welfare system is 2.89 and 2.94 respectively.
Overall assessment of welfare system is not much different among groups
Q. Please let us know your agreement level toward the welfare system received at current company? [Matrix SA] Based n=371
2.94
3.04
3.00
3.04
3.17
3.18
3.11
3.10
3.10
2.89
Figure 5. Satisfaction mean for welfare system by groups
Male (n=244)
18 - 30 years old (n=180)
Jakarta (n=104)
Bachelor Degree or higher (n=211)
3 years working or less (n=162)
Female (n=127)
Above 30 years old (n=191)
Others (n=267)
Diploma Degree or lower (n=160)
More than 3 years working (n=209)
(Unit: %)
13. 2. Welfare
Though overall satisfaction mean is 3.07, the score for each item is higher
Q. Please let us know your agreement level toward the welfare system received at current company? [Matrix SA] Based n=371 (Unit: %)
36.1 32.6 30.5 24.5 22.1 21.3 18.3
46.9
33.2 42.9 49.9
34.0 42.0
38.8
11.6
19.4
12.7 17.5
24.3 18.1 24.0
4.6
11.6 11.3 5.4
14.8 13.2 13.5
0.8 3.2 2.7 2.7 4.9 5.4 5.4
Company has
good allowance
(holiday,
children...)
Company
provides full
insurance for
employees
Company
supports health
care checking
annually
Company
facilitates
employees to go
on vacation / sick
leave upon
request
Company has
trade union
organization to
protect
employees' rights
Company
supports
transportation for
work implement
Company has
yearly trip for
employees
Figure 6. Satisfaction level for welfare items
Strongly agree Agree Neutral Disagree Strongly disagree
4.13Mean 3.80 3.87 3.88 3.54 3.61 3.51
Good allowance, annual healthcare check and vacation / sick leave upon request are voted as best three welfare items for
employees in their current company, with satisfaction mean of 4.13, 3.88 and 3.87 respectively.
14. 1. Salary / bonus
2. Welfare
3. Working conditions
4. Training & Promotion
5. Relationship with seniors
6. Relationship with colleague
7. Workload
8. Performance evaluation
Part 1. Overall job satisfaction of employees
15. 3.0
31.5
44.7
19.9
0.8
I am satisfied with working
conditions in current company
Figure 7. Satisfaction level of working conditions
Strongly agree Agree Neutral Disagree Strongly disagree
3. Working conditions
34.5% employees participating in survey revealed that they are satisfied with current working condition in their company
compared to 20.7% who dissatisfied.
3.16 is satisfaction mean score for work conditions
Q. Please let us know your agreement level toward the working conditions at current company? [Matrix SA] Based n=371
Satisfaction mean
3.16
(Unit: %)
16. 3.18 3.12 3.20 3.12 3.09 3.19 3.12 3.21 3.13 3.18
Male
(n=244)
Female
(n=127)
18 - 30
years old
(n=180)
Above 30
years old
(n=191)
Jakarta
(n=104)
Others
(n=267)
Bachelor
Degree or
higher
(n=211)
Diploma
Degree or
lower
(n=160)
3 years or
less
(n=162)
More than 3
year
(n=209)
Figure 8. Mean satisfaction score for working conditions by groups
3. Working conditions
Q. Please let us know your agreement level toward the working conditions at current company? [Matrix SA] Based n=371 (Unit: %)
Mean
In general, level of satisfaction about current working condition across gender, age, living area, qualifications and working
experience are quite similar.
The highest mean is 3.21 and there is no a big gap with the lowest of 3.09
17. 3. Working conditions
Rating for various elements of working conditions is generally positive
Q. Please let us know your agreement level toward the working conditions at current company? [Matrix SA] Based n=371 (Unit: %)
27.0 19.9 16.4 15.4 14.0
41.8 47.7 46.9 54.4 49.3
21.6 22.1 24.8
21.6 27.2
8.9 9.4 10.5 7.8 8.6
0.8 0.8 1.3 0.8 0.8
I am always ensured
labour safety at
workplace
I was well-equipped for
my work
I received prevention
instruction for accidents
that can happen
I received using
instruction for equipment
/ support tools for my
work
I was given advice on
health protection method
when working
Figure 9. Satisfaction level of detail working conditions
Strongly agree Agree Neutral Disagree Strongly disagree
3.85Mean 3.77 3.67 3.76 3.67
More than 60% employees agree that their employers pay good attention to their working conditions by ensuring the safety,
providing working equipment as well as full-instruction for operation.
18. 1. Salary / bonus
2. Welfare
3. Working conditions
4. Training & Promotion
5. Relationship with seniors
6. Relationship with colleague
7. Work load
8. Performance evaluation
Part 1. Overall job satisfaction of employees
19. 4. Training & promotion
Percentage of surveyed employees who believe that they can receive good chance for training and promotion at their current
companies is twice the percentage of those who do not.
Rating for training & promotion is generally positive with 3.25 point on 5-scale
Q. Please let us know your agreement level toward the training and promotion opportunity at current company? [Matrix SA] Based n=371 (Unit: %)
9.2 33.2 33.2 22.4 2.2
I am satisfied with the training opportunities / promotions of
current company
Strongly agree 9.2
Agree 33.2
Neutral 33.2
Disagree 22.4
Strongly disagree 2.2
Figure 10. Satisfaction level of training & promotion opportunity Satisfaction mean
3.25
20. 3.36
3.04
3.34
3.16 3.17 3.28 3.18
3.34 3.27 3.23
Male
(n=244)
Female
(n=127)
18 - 30
years old
(n=180)
Above 30
years old
(n=191)
Jakarta
(n=104)
Others
(n=267)
Bachelor
Degree or
higher
(n=211)
Diploma
Degree or
lower
(n=160)
3 years or
less
(n=162)
More than 3
year
(n=209)
Figure 11. Mean satisfaction score for training & promotion opportunity
4. Training & promotion
Assessment on training and promotion opportunity by groups is not too different
Q. Please let us know your agreement level toward the training and promotion opportunity at current company? [Matrix SA] Based n=371 (Unit: %)
Mean
The satisfaction mean score for training and promotion opportunity range from 3.04 to 3.36. In which, male group has highest
figure (mean= 3.36) and female group has lowest (mean= 3.21).
21. 21.8
13.7 13.2
41.2
49.6 43.9
22.4 26.7
29.9
12.7 8.1 11.1
1.9 1.9 1.9
Company facilitate me to
improve knowledge and
working skills
I have chances to
participate in training
courses for effective
working
Current training courses of
company are good
Figure 12. Satisfaction level of training opportunity
Strongly agree Agree Neutral Disagree Strongly disagree
4. Training & promotion
More than half also said that current training courses of company are good (63.3%) and employees have chances to participate
in those training courses (57.1).
For training, 63% respondents received good facilitation from their company
Q. Please let us know your agreement level toward the training and promotion opportunity at current company? [Matrix SA] Based n=371 (Unit: %)
3.68Mean 3.56 3.65
22. 17.8
7.0
41.5
31.0
22.6
35.8
15.6
23.2
2.4 3.0
Company has good promotion
opportunity for qualified
employees
There are many promotion
opportunities in my current job
Figure 13. Satisfaction level of promotion opportunity
Strongly agree Agree Neutral Disagree Strongly disagree
4. Training & promotion
Although 59.3% surveyed employees agreed that their company has good advancement opportunity, only 38% admitted that
there are many in their current job, which leads to lower mean score (3.16 compared to 3.57).
For promotion opportunities, there are different ideas
Q. Please let us know your agreement level toward the training and promotion opportunity at current company? [Matrix SA] Based n=371 (Unit: %)
3.57 3.16Mean
23. 1. Salary / bonus
2. Welfare
3. Working conditions
4. Training & Promotion
5. Relationship with manager
6. Relationship with colleague
7. Work load
8. Performance evaluation
Part 1. Overall job satisfaction of employees
24. 7.5 9.2
32.3 55.3
39.4
29.1
17
5.93.8
0.5
I am satisfied with my
current manager
I am satisfied with my
colleagues at work
Figure 14. Satisfaction level of relationship with manager & colleagues
Strongly agree Agree Neutral Disagree Strongly disagree
5 – 6. Relationship with manager & colleagues
Obviously, less than 40% surveyed employees feel satisfied with their manager while more than 60% feel satisfied with their
colleagues at workplace.
Satisfaction mean score for manager is 3.23 compared to 3.67 for colleagues
Q. Please let us know your agreement level toward the relationship with manager at current company? [Matrix SA] Based n=371
Q. Please let us know your agreement level toward the relationship with colleagues at current company? [Matrix SA] Based n=371
(Unit: %)
Mean of satisfaction
3.67
Mean of satisfaction
3.23
25. 5 – 6. Relationship with manager & colleagues
It is apparent from survey results that the employees who work outside Jakarta have the most harmonious relationship with their
colleagues (3.70), while highest satisfaction level toward manager belongs to those who have Diploma Degree or lower (3.29).
Ratings for both relationships among groups are quite consistent
Q. Please let us know your agreement level toward the relationship with manager at current company? [Matrix SA] Based n=371
Q. Please let us know your agreement level toward the relationship with colleagues at current company? [Matrix SA] Based n=371
(Unit: %)
3.27 3.15 3.28 3.18 3.20 3.24 3.18 3.29 3.22 3.23
3.68 3.64 3.66 3.67 3.58 3.70 3.65 3.68 3.67 3.67
Male
(n=244)
Female
(n=127)
18 - 30
years old
(n=180)
Above 30
years old
(n=191)
Jakarta
(n=104)
Others
(n=267)
Bachelor
Degree or
higher
(n=211)
Diploma
Degree or
lower
(n=160)
3 years or
less
(n=162)
More than 3
year
(n=209)
Figure 15. Mean satisfaction score for relationship with manager & colleagues
Seniors Colleagues
Mean
26. 17.0 14.3 14.0 13.7 13.5 11.6
38.3
62.3
51.8 46.6 41.5 45.0
28.6
20.8
22.1 27.5
28.8
34.5
14.3
2.7
10.8 11.3 14.3
8.4
1.9 0.0 1.3 0.8 1.9 0.5
Manager has
leadership skills
Manager always
supports and
encourages me
when necessary
I have no difficulty in
communicate
directly with
manager
Manager has
professional
capabilities
Manager has fair
treatment with
subordinate staff
Manager recognizes
my contribution to
company
Figure 16. Satisfaction level of relationship with manager
Strongly agree Agree Neutral Disagree Strongly disagree
5 – 6. Relationship with manager & colleagues
However, they have high suspicion when mentioning the fair treatment between subordinate staff, as well as leadership skills of
their manager and scores highest among issues they concern (16.2% each).
Most employees highly appreciated that their manager always supports and encourages them
(Unit: %)
3.87Mean 3.88 3.66 3.503.61 3.59
Q. Please let us know your agreement level toward the relationship with manager at current company? [Matrix SA] Based n=371
27. 15.6 14.0 12.7 8.9 8.6 7.5 7.3
53.4 62.5
55.8
52.3 52.3
36.1
47.7
25.3
20.8
26.7
33.4 30.7
42.9
35.8
4.9 2.4 4.9 4.6 7.8 11.9 7.8
0.8 0.3 0.0 0.8 0.5 1.6 1.3
I learned a lot
from my
colleagues
I cooperate well
with my
colleagues to
finish the job
My colleagues
are friendly and
sociable
My colleagues
always supported
me while working
My colleagues
give me useful
advice in work
My colleagues
and me compete
fairly at work
My colleagues
are reliable
Figure 17. Satisfaction level of relationship with colleagues
Strongly agree Agree Neutral Disagree Strongly disagree
5 – 6. Relationship with manager & colleagues
As can be seen from the chart, average score for the satisfaction level of the surveyed employees toward their peers is rather
good. Approximately 3/4 respondents said that they cooperate well with their colleagues to finish the job and the satisfaction
mean score is up to 3.88.
The majority of 371 respondents have good words about their colleagues
(Unit: %)
3.78Mean 3.88 3.64 3.363.61 3.52
Q. Please let us know your agreement level toward the relationship with colleagues at current company? [Matrix SA] Based n=371
3.76
28. 1. Salary / bonus
2. Welfare
3. Working conditions
4. Training & Promotion
5. Relationship with seniors
6. Relationship with colleague
7. Work load
8. Performance evaluation
Part 1. Overall job satisfaction of employees
29. 6.5
45.3
33.4
13.5
1.3
I am satisfied with the current
workload
Figure 18. Satisfaction level of workload
Strongly agree Agree Neutral Disagree Strongly disagree
7. Workload
In general, surveyed employees in Indonesia do not feel pressure with their current workload. To clarify, the satisfied percentage
is 51.8 compared to 14.8 of dissatisfied percentage.
Satisfaction mean score of workload satisfaction is quite good with 3.42
Q. Please let us know your agreement level toward the workload at current company? [Matrix SA] Based n=371 (Unit: %)
3.42
Satisfaction mean
(Based on 5 scale measurement)
30. 7. Workload
While the employees aged above 30 have highest satisfaction mean (3.67), those who worked less than 3 years in current
company seem to have a high volume workload and have lower gratification level of 3.30.
There is difference among groups, but not significantly
Q. Please let us know your agreement level toward the workload at current company? [Matrix SA] Based n=371 (Unit: %)
Male
(n=244)
Female
(n=127)
18 - 30
years old
(n=180)
Above 30
years old
(n=191)
Jakarta
(n=104)
Others
(n=267)
Bachelor
Degree or
higher
(n=211)
Diploma
Degree or
lower
(n=160)
3 years or
less
(n=162)
More than
3 year
(n=209)
3.47 3.33
3.66 3.67
3.39 3.43 3.41 3.43 3.30 3.52
Figure 19. Mean satisfaction score for workload by groups
31. 5.1
5.9
6.2
11.6
11.9
14.0
15.1
15.9
19.1
62.0
59.6
54.2
53.6
42.3
53.1
65.5
71.4
62.3
24.8
32.1
35.8
28.6
34.5
29.1
14.6
11.1
16.4
8.1
2.4
3.8
6.2
10.0
3.8
4.9
1.6
2.2
1.3
0.0 20.0 40.0 60.0 80.0 100.0
My current workload is reasonable
I receive comments on working effectiveness from my seniors
I have right to make decision for works in my professional field
My current work has many interesting challenges
My current work is highly appreciated in company
I use different skills in current work
My current work helps me to use all abilities and strengths
I understand requirements of my current work
My current work requires professional
Figure 20. Satisfaction level of work aspects
Strongly agree Agree Neutral Disagree Strongly disagree
7. Workload
Over 80% respondents said that their current work requires professionalism and they understand requirements of their work.
However, only 54.2% commented that “their work is highly appreciated in company”.
Employees are relatively satisfied with different aspects of work
Q. Please let us know your agreement level toward the work at current company? [Matrix SA] Based n=371 (Unit: %)
3.98
Mean
4.02
3.91
3.77
3.53
3.71
3.63
3.69
3.64
32. 1. Salary / bonus
2. Welfare
3. Working conditions
4. Training & Promotion
5. Relationship with seniors
6. Relationship with colleague
7. Work load
8. Performance evaluation
Part 1. Overall job satisfaction of employees
33. 3.5
45.0
36.4
14.0
1.1
I am satisfied with the
performance assessment
elements for current work
Figure 21. Satisfaction level of performance
evaluation
Strongly agree Agree Neutral Disagree Strongly disagree
8. Performance evaluation
Less than 50% employees participating in the survey felt that their company has good elements in work performance
assessment.
Surveyed people express different level of agreement when refer to performance assessment
Q. Please let us know your agreement level toward the performance evaluation at current company? [Matrix SA] Based n=371 (Unit: %)
3.23
Satisfaction mean
(Based on 5 scale measurement)
34. 8. Performance evaluation
Male group has strongest belief with their current evaluation system (mean= 3.41). Meanwhile, their female peers have lowest
belief (mean= 3.25).
Mean score for the evaluation system among groups is from 3.25 to 3.41
Q. Please let us know your agreement level toward the performance evaluation at current company? [Matrix SA] Based n=371 (Unit: %)
Male
(n=244)
Female
(n=127)
18 - 30
years old
(n=180)
Above 30
years old
(n=191)
Jakarta
(n=104)
Others
(n=267)
Bachelor
Degree or
higher
(n=211)
Diploma
Degree or
lower
(n=160)
3 years or
less
(n=162)
More than
3 year
(n=209)
3.41
3.25
3.39 3.33 3.30 3.38 3.31 3.42 3.35 3.37
Figure 22. Satisfaction mean of performance evaluation by groups
35. 3.0
7.3
9.4
11.1
12.4
13.7
34.0
59.6
46.4
63.3
38.8
35.0
47.2
24.8
32.9
23.5
27.2
28.6
15.4
7.8
9.4
1.9
18.6
18.6
0.5
0.5
1.9
3.0
4.0
0.0 20.0 40.0 60.0 80.0 100.0
Performance assessment card can not reflect my personal abilities well
Current work is suitable with my ability
Company motivates me to work effectively
I understand the need of self improvement to meet job's requirement
Salary / Bonus reflect my contribution to the company
If I do my job well, I will get a raise / bonus
Figure 23. Satisfaction level of performance evaluation items
Strongly agree Agree Neutral Disagree Strongly disagree
8. Performance evaluation
However, part of them are not optimistic about the adequacy between payment and performance. In particular, 22.6% unsure if
they can get a raise / bonus with good performance and 21.6% also disagree that their salary / bonus could reflect their
contribution.
Surveyed employees acknowledge self-improvement demand for better work performance
(74.4%)
Q. Please let us know your agreement level toward the performance evaluation at current company? [Matrix SA] Based n=371 (Unit: %)
Mean
3.36
3.39
3.83
3.52
3.65
3.23
36. 1. Factors – Independent variables
3. Regression model
2. Factors – Dependent variable
Part 2. Regression model on overall job
satisfaction of employees
37. 1. Factors – Independent variables
※ Note:
• Cronbach’s alpha (α) analysis was employed to test the consistency among variables obtained in one factor.
• Minimum acceptable level of alpha value is 0.7, Cronbach's Alpha ≥ 0.8 indicates an overall higher reliability factor.
Factor 1. Salary / Bonus Factor 2. Welfare Factor 3. Working conditions
1
Salary is adequate with my job
responsibility
2
Salary is adequate with the nature of work
I am doing
3
Salary is competitive compared to
domestic labor market
4
Annual salary increase is suitable with my
contribution to company
5
Bonus (monthly / quarterly / yearly) is
adequate with work effectiveness
6
Salaries, bonuses and benefits are
distributed evenly
"Company has good benefits" variable was
excluded due to the inappropriateness with
model
Cronbach's Alpha = 0.811
1 Company has yearly trip for employees
2
Company provides full insurance for
employees
3
Company facilitates employees to go on
vacation / sick leave upon request
4
Company supports health care checking
annually
5
Company supports transportation for work
implement
6
Company has good allowance (holiday,
children...)
7
Company has trade union organization to
protect employees' rights
Cronbach's Alpha = 0.877
1 I was well-equipped for my work
2
I received using instruction for equipment /
support tools for my work
3
I am always ensured labour safety at
workplace
4
I received prevention instruction for
accidents that can happen
5
I was given advice on health protection
method when working
Cronbach's Alpha = 0.863
Through analysis process, functional and psychological variables were constructed to identify the factors that
may have effect on job satisfaction of the employees.
There are 8 factors in total as independent variables:
38. 1. Factors – Independent variables
Factor 4. Training & Promotion
1
Company has good promotion opportunity
for qualified employees
2
There are many promotion opportunities in
my current job
3
I have chances to participate in training
courses for effective working
4
Current training courses of company are
good
5
Company facilitate me to improve
knowledge and working skills
Cronbach's Alpha = 0.819
Factor 5. Relationship with seniors
1 Senior has professional capabilities
2 Senior has leadership skills
3
I have no difficulty in communicate directly
with senior
4
Senior has fair treatment with subordinate
staff
5
Senior recognizes my contribution to
company
6
Senior always supports and encourages
me when necessary
Cronbach's Alpha = 0.844
Factor 6. Relationship with colleague
1
I cooperate well with my colleagues to
finish the job
2 My colleagues are friendly and sociable
3
My colleagues always supported me while
working
4
My colleagues give me useful advice in
work
5 My colleagues are reliable
6
My colleagues and me compete fairly at
work
7 I learned a lot from my colleagues
Cronbach's Alpha = 0.837
Through analysis process, functional and psychological variables were constructed to identify the factors that
may have effect on job satisfaction of the employees.
There are 8 factors in total as independent variables:
※ Note:
• Cronbach’s alpha (α) analysis was employed to test the consistency among variables obtained in one factor.
• Minimum acceptable level of alpha value is 0.7, Cronbach's Alpha ≥ 0.8 indicates an overall higher reliability factor.
39. 1. Factors – Independent variables
Factor 7. Work load
1 My current work has many interesting challenges
2 My current work requires professional
3 I understand requirements of my current work
4 I use different skills in current work
5 My current work helps me to use all abilities and strengths
6 I have right to make decision for works in my professional field
7 I receive comments on working effectiveness from my seniors
Cronbach's Alpha = 0.779
Variables were excluded due to the inappropriateness with model:
- "My current workload is reasonable"
- "My current work is highly appreciated in company"
Factor 8. Performance evaluation
1 Company motivates me to work effectively
2 If I do my job well, I will get a raise / bonus
3
I understand the need of self improvement to
meet job's requirement
4
Salary / Bonus reflect my contribution to the
company
5 Current work is suitable with my ability
Cronbach's Alpha = 0.729
Variables were excluded due to the inappropriateness
with model:
- "Performance assessment card can not reflect my
personal abilities well"
※ The Kaiser-Meyer-Olkin Measure (KMO) was computed to determine whether the data is suitable for factor analysis. The
value of KMO varies from 0 to 1, and should be 0.60 or higher to perform factor analysis.
As KMO of this model is 0.924, it can be concluded that this model is suitable for factor analysis.
There are 8 factors in total as independent variables:
※ Note:
• Cronbach’s alpha (α) analysis was employed to test the consistency among variables obtained in one factor.
• Minimum acceptable level of alpha value is 0.7, Cronbach's Alpha ≥ 0.8 indicates an overall higher reliability factor.
40. 2. Factors – Dependent variable
1 I am satisfied with the salary / bonus in current company
2 I am satisfied with the benefits offered
3 I am satisfied with working conditions in current company
4 I am satisfied with the training opportunities / promotions of current company
5 I am satisfied with my current senior
6 I am satisfied with my colleagues at work
7 I am satisfied with the current workload
8 I am satisfied with the performance assessment element for current work
Cronbach's Alpha = 0.835
Overall satisfaction (Dependent variable)
Factor analysis has been employed to explore the underlying factors associated with overall satisfaction of
employees, as displayed in below table.
※ Note:
• Cronbach’s alpha (α) analysis was employed to test the consistency among variables obtained in one factor.
• Minimum acceptable level of alpha value is 0.7, Cronbach's Alpha ≥ 0.8 indicates an overall higher reliability factor.
41. 3. Regression model
1st regression analysis result shows that:
(Constant) and 4 independent variables (Salary / Bonus, Welfare, Working conditions, Work load) has p-value (Sig.) greater
than alpha value (shown in Table 1) that means there is no basis to reject the Ho: β = 0. As a result, these 4 independent
variables would be excluded from model.
Regression coefficients are conducted as follows:
Ho: β = 0
H1: β ≠ 0
Multivariate regression analysis was employed for testing the hypothesis of this research with 8 independent
variables from factor analysis and one dependent variable.
Variable name B Beta Sig. VIF
(Constant) -2.36E-17 1.000
Salary / Bonus 0.065 0.065 0.135 1.499
Welfare -0.080 -0.08 0.103 1.897
Working conditions 0.077 0.077 0.108 1.810
Training & Promotion 0.177 0.177 0.001 2.081
Relationship with seniors 0.248 0.248 0.000 1.901
Relationship with colleague 0.121 0.121 0.007 1.597
Work load -0.003 -0.003 0.940 1.379
Performance evaluation 0.310 0.31 0.000 2.158
※ Significance level (α) = 5% (0.05)
Table 1. Coefficients
42. 3. Regression model
2nd regression analysis result shows that:
1. Adjusted R2 = 0.536 means that four factors can help researchers to explain 53.6% variance of the above model
(Table 2).
2. Sig F = 0.00, is smaller than alpha value (0.05), indicated that this regression model has meaning which means
the independent variables significantly affect the Overall job satisfaction of employees.
3. Durbin Watson statistic with coefficient = 2.149 indicated no presence of autocorrelation in the model.
After excluding 4 independent variables, 2st multivariate regression analysis was employed and results
show as in Table 2 below.
Variable name B Beta Sig. VIF
(Constant) -3.96E-17 1.000
Training & Promotion 0.180 0.18 0.000 1.818
Relationship with seniors 0.264 0.264 0.000 1.816
Relationship with colleague 0.117 0.117 0.008 1.532
Performance evaluation 0.330 0.33 0.000 1.931
※ Significance level (α) = 5%
Sig. F coefficient of model = 0.00
Adjusted R Square coefficient = 0.536
Durbin Watson coefficient = 2.149
Table 2. Coefficients
43. 3. Regression model
2nd regression analysis result shows that:
4. VIF coefficient (variance inflation factor) of independent variables is less than 10, which means there is no phenomenon of
multicollinearity between variables in the model.
5. Similar to 1st regression analysis, the (Constant ) has P value (Sig.) = 1.000 and greater than alpha value (Table 2) that
means there is no basis to reject the hypothesis. As a result, (Constant) is removed from the regression equation.
6. As can be seen in Table 2, p-value of 4 remaining variables are all smaller than 0.05 . Therefore, null hypothesis Ho: β = 0
is rejected and shows these variables have meaning in the model and significantly affect the Overall job satisfaction.
After excluding 4 independent variables, 2st multivariate regression analysis was employed and results
show as in Table 2 below.
Variable name B Beta Sig. VIF
(Constant) -3.96E-17 1.000
Training & Promotion 0.180 0.18 0.000 1.818
Relationship with seniors 0.264 0.264 0.000 1.816
Relationship with colleague 0.117 0.117 0.008 1.532
Performance evaluation 0.330 0.33 0.000 1.931
※ Significance level (α) = 5%
Sig. F coefficient of model = 0.00
Adjusted R Square coefficient = 0.536
Durbin Watson coefficient = 2.149
Table 2. Coefficients
44. 3. Regression model
Variable name B Beta Sig. VIF
(Constant) -3.96E-17 1.000
Training & Promotion 0.180 0.18 0.000 1.818
Relationship with seniors 0.264 0.264 0.000 1.816
Relationship with colleague 0.117 0.117 0.008 1.532
Performance evaluation 0.330 0.33 0.000 1.931
※ Significance level (α) = 5%
Sig. F coefficient of model = 0.00
Adjusted R Square coefficient = 0.536
Durbin Watson coefficient = 2.149
Table 2. Coefficients
Regression equation on factors affecting on overall employee satisfaction is:
Overall Satisfaction (Y) = 0.18*Training & Promotion (X1) + 0.264*Relationship with seniors (X2) +
0.117*Relationship with colleague (X3) + 0.330*Performance evaluation (X4)
In conclusion, four independent variables included in the model are directly correlated with the dependent variable.
Especially, “Performance evaluation “ variable impacts strongest on overall employee satisfaction. In particular, 1 point
enhancement of “Performance evaluation “ will lead to 0.330 point increase of overall satisfaction level.
45. D. Respondent information
65.8
34.2
Gender
Male Female
28.0
72.0
Living area
Jakarta Others
48.551.5
Age
18 - 30 y/o Above 30 y/o
43.7
56.3
Working time
3 years or less More than 3 year
0.5
4.9
5.4
5.7
7.3
17.8
58.5
Company shares
Small Business
State company
Foreign investment
Others
Goverment/ public sector
Private company
Company type
0.5
6.7
12.4
12.7
29.4
38.3
Director
Senior Manager
Coordinator staff
Management staff
Worker
Staff
Current position
(Unit: %)
46. PT. Nusaresearch is 100% Japanese invested. Our main professions are „Online market research‟, „Web
creative‟ and „Web marketing‟. Online research is conducted based on Nusaresearch – our actively managed
over 29,000 members panel with various segmentations across Indonesia.
FOR FURTHER INQUIRIES, PLEASE CONTACT:
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graphs) of this survey can be publicly used, but must be cited and sourced from PT. Nusaresearch (also include
its website address http://nusaresearch.com).