The Most Effective Factor out of Psychological, Physical, and Environmental Factors to Enhance Job Satisfaction of Employees

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CHAPTER ONE – INTRODUCTION
1.1. Introduction to the topic
The topic of the study is The Most Effective Factor out of Psychological, Physical, and
Environmental Factors to Enhance Job Satisfaction of Employees. The job satisfaction of an
employee is very important to achieve the objectives of each position hold by the employees.
When the employee is satisfied with the job he/she is involved, it surely enhance the
productivity of the employee, which eventually contribute to increase the overall productivity
of the section/department of the employee works in and then ultimately contribute to achieve
the goal of the company. There are many factors contribute to increase the job satisfaction.
Among them, the psychological, physical and environmental can be considered as major
factors. It is a known factor that these factors individually and collectively contribute for job
satisfaction. The researcher’s personal opinions on how these factors contribute to job
satisfaction are given in the conceptual framework under the methodology part of this study
report. However, the researcher intended to identify whether the hypotheses developed on
this topic were true or false and thereby to suggest remedial actions for increasing job
satisfactions of employees of companies.
1.2. Statement of the problem
The recent report of the performance evaluation of Hirdaramani industries Private Limited
Company – Kahatuduwa showed that the employees’ motivation level is not up to the
expected level of the company. Therefore, the researcher wished to formulate the following
problem statement;
“What was the most effective factor out of physical, psychological and environmental factors
to enhance Job satisfaction of employees?”
1.3. Practical relevance of the study
Since Sri Lanka is a labor oriented country, there are many industries that are contributing to
the economy of the country. Among those industries, apparel industry is one of the most
important industries, which has generated many jobs for the country’s work force. And at the
same time, apparel industry is the one, which brings down much of foreign currencies into
the economy. Therefore, studying the effectiveness of the performance of the labor force
employed in the apparel industry was considered as vital important.

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Accordingly, this study was planned to be carried out in association with Hirdaramani
industries Private Limited company –Kahatuduwa. The researcher is currently following the
Professional Qualification of Human Resource Management (PQHRM) at IPM. Accordingly,
it is a requirement of the diploma that the student should submit a research report based on a
research carried out utilizing scientific method on a selected subject area. In addition, the
researcher is also following an eight-month internship programme in the same company to
fulfill a course requirement of the Fashion Designing and Product Development Degree
conducted by the Department of Textile and Clothing Technology in the Faculty of
Engineering at University of Moratuwa. Therefore, the researcher thought that through this
study she could achieve two objectives viz; (a) obtain necessary data to prepare the study
report, which is required by the IPM and (b) to help the management of Hirdaramani by
presenting the outcome of the study to improve the job satisfaction of the employees to
achieve company goals.
Further, it is learned that Hirdaramani Industries Private Limited Company –Kahatuduwa had
not undertaken any research on the selected subject area for a long time. Since the company
spends considerable amount of funds on employees, it is really important for the organization
to reveal the employees perception of the job satisfaction. At the same time, the study will
help to test the hypotheses too, which will be beneficial to the company.
Therefore, it was the opinion of the researcher that this study is very much relevant both to
her study requirement of the IPM and also to help the Hirdaramani to improve its
performance.
1.4 Objectives of the study
The objectives of the study were as follows;
1.4.1 General objective:
 To identify the most effective factor out of three factors: physical, psychological and
environmental, which impact on job satisfaction of employees.
1.4.2 Specific objectives:
 Study the effectiveness of each of the three factors namely physical,
psychological and environmental in satisfying employees’ job.

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 To test selected hypothesis.
 Prepare a quality project report to be submitted to the IPM.
 To make a presentation on the outcome of study to the management of Hirdaramani in
order to assist them to enhance the performance of employees

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CHAPTER TWO – LITERATURE REVIEW
2.1 Job Satisfaction
The “job satisfaction of employees” is always an interested subject to study on people who
are working and people who are associated with organizations. It is seen that the various kind
of variables and dimensions have been tested in order to measure the level of satisfaction of
employees throughout their work life and there is a lot more to be covered on that area.
Therefore, it is important to conduct this kind of study, which is aimed at figuring out of
psychological, physical and environmental factors to identify, which factor has more impact
on the job satisfaction of employees.
Job satisfaction is the most widely investigated job attitude, as well as one of the most
extensively researched subjects in Industrial/Organizational Psychology subject area (Judge
& Church, 2000). It is clearly seen that majority of motivation theories such as Hertzberg’s
Two-Factor (Motivator-Hygiene) Theory -1968, Maslow’s (1943) Hierarchy of Needs,
Adam’s (1965) Equity Theory, Hackman and Oldham’s (1976) , have explained the major
role of job satisfaction and its influence.
It is said that as a result of this expansive research, job satisfaction has been linked to
productivity, motivation, absenteeism/tardiness, accidents, mental/physical health, and
general life satisfaction (Landy, 1978). Psychological well-being is a subjective concept that
has a closer connection with the quality of the work life.
Many researches have tried to understand mainly the relationship between the job satisfaction
and the productivity as well as the factors determine for job satisfaction. For the purpose of
the study, it was considered as an important factor to define what job satisfaction was?
Therefore, the researcher tried to collate the definitions already made by various researchers
on the subject concerned.
According to Collins English Dictionary, job satisfaction is the extent to which a person's
hopes, desires, and expectations about the employment he or she is engaged in are fulfilled. It
seems that this definition has been made from the perspective of the employee.

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The Wikipedia describes that Job satisfaction or employee satisfaction has been defined in
many different ways. It further mentions that some believe it is simply how content an
individual is with his or her job, in other words, whether or not they like the job or individual
aspects or facets of jobs, such as nature of work or supervision. Others believe it is not so
simplistic as this definition suggests and instead that multidimensional psychological
responses to one's job are involved. Researchers have also noted that job satisfaction
measures vary in the extent to which they measure feelings about the job (affective job
satisfaction) or cognitions about the job (cognitive job satisfaction).
Agho argues that overall, it was found that the degree to which employees like their job is
influenced by a combination of characteristics of the environment (opportunity), the job
(reutilization and distributive justice), and personality variables (positive affectivity and work
motivation).
Looking at the communication perspective, Townley ( 1994) argues that the employee could
be motivated through proper two way communications. She describes that although many
factors contributed to employee motivation, the Monday Morning Assembly of employees
and senior management, daily section meetings with foremen. Quality circles and briefing
groups have, in particular, been identified as prominent features in satisfying the job of the
employees.
Apart from the definitions, there are many theories and methods have been developed to
define and understand the employee job satisfaction. Among them following are the major
ones;
2.2Theories of job satisfaction
2.2.1 Affect theory
This theory was introduced by Locke in 1976 and 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 values a given facet of work (e.g. the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met.
When a person values a particular facet of a job, his satisfaction is more greatly impacted

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both positively (when expectations are met) and negatively (when expectations are not met),
compared to one who doesn’t value that facet.
2.2.2 Equity Theory
Equity Theory shows how a person views fairness in regard to social relationships such as
with an employer. A person identifies the amount of input (things gained) from a relationship
compared to the output (things given) to produce an input/output ratio. They then compare
this ratio to the ratio of other people in deciding whether or not they have an equitable
relationship. Equity Theory suggests that if an individual thinks there is an inequality
between two social groups or individuals, the person is likely to be distressed because the
ratio between the input and the output are not equal.
2.2.3 Two-factor theory (motivator-hygiene theory)
Two-factor theory (also known as motivator-hygiene theory) was introduced by Fredrick
Herzberg and it 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. 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.
Table 2.1 - List of common factors identified by dissatisfied workers and common
factors identified by satisfied workers
Common factors identified by dissatisfied
workers
Common factors identified by satisfied
workers
Working conditions Achievement
Supervisions Responsibility
Salary Recognition

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Job security Advancement
Status Growth
Source : Madura, 2006
Madura, (2006) elaborated that Herzberg’s study suggested that hygiene factors such as
working conditions and salary must be sufficient in order to prevent employees from being
dissatisfied towards their job. In other words, Mukherjee, (2009) and Patt, (2005) has
elaborated that hygiene factors are important as to prevent job dissatisfaction among the
employees. However, these factors might not necessarily become the contributing factors
towards job satisfaction. This means that when the workers have adequate work conditions
and ample salary, their feelings of dissatisfaction towards their job can be prevented. But,
Madura, 2006 definite that these factors will increase the level of job satisfaction among the
employees Fallon and Zgodzinski (2008) added that the hygiene factors might not have
significant impact in improving performance but if these factors are not fulfilled, the
performance of the employees will deteriorate. On the other hand, motivation factors, also
known as job content factor (Mukherjee, 2009) such as recognition and advancement can
easily contribute to a higher level of job satisfaction. According to Pattanayak (2005),
motivation factors are able to encourage the employees to the extent that they are able to
demonstrate superior effort and superior performance. Therefore, motivation factors are also
known as being able to provide true motivation. Sapru (2006) added that motivation factors
stem from human beings’ need to realize their true potential. Further it says that the absence
of these factors will not cause dissatisfaction though but positive satisfaction will not exist.
2.2.4 Dispositional approach
The dispositional approach suggests that individuals vary in their tendency to be satisfied
with their jobs, in other words, job satisfaction is to some extent an individual trait. 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 raised apart have similar levels of job satisfaction.

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2.2.5 Need hierarchy theory
Maslow’s hierarchy of needs (often represented as a pyramid with five levels of needs) is a
motivational theory in psychology that argues that while people aim to meet basic needs, they
seek to meet successively higher needs in the tem of a pyramid. Further, the theory explains
that, human actions are directed towards goal attainment. At any given behavior could satisfy
several functions at the same time; for an example, going to a bar could satisfy one’s needs
for self-esteem and for social interaction.
Figure 2.1 – Maslow hierarchy of needs
Source - Maslow's Hierarchy of Needs: 2014
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.

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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,
substantially satisfied need no longer motivates. So if someone wants to motivate other one,
need
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.
2.3 Factors affecting job satisfaction
There are three main factors influencing on the job satisfaction namely Psychological,
Physical and Environmental. Each factor is described as follows;
2.3.1 Psychological factors
2.3.1.1 Perception of fair pay
Pay satisfaction is of primary concern to both employers and employees. For employees, pay
is of obvious importance in terms of satisfying their economic needs. It is important that they
are satisfied with their overall pay as this may impact their attitudes and behaviors.

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Whatever your job, for you to be satisfied the pay should be fair. The bigger the difference
between what you think you should earn and what you do earn, the less satisfied you’ll be.
The important point here is it’s all about perception. If you perceive that other people doing a
similar job get paid about the same as you then you’re more likely to be satisfied with your
job than if you think they’re getting more than you.
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. Employees more often perceive their salary’s levels 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.
2.3.1.2 Recognition
Harrison ( 2013) has described that employee recognition is the timely, informal or formal
acknowledgement of a person’s or team’s behavior, effort or business result that supports the
organization’s goals and values, and which has clearly been beyond normal expectations. Yes
of course that to be really effective in the job, employees need to understand the psychology
of praising others for their good work, to apply the principles of employee recognition
themselves and to encourage others to initiate it in their working relationships. And it could
be seen that appreciation is a fundamental human need. Employees respond to appreciation
expressed through recognition of their good work because it confirms their work is valued.
When employees and their work are valued, their satisfaction and productivity rises, and they
are motivated to maintain or improve their good work.
Harrison (2013) further says, praise and recognition are essential to an outstanding
workplace. People want to be respected and valued for their contribution. Everyone feels the
need to be recognized as an individual or member of a group and to feel a sense of
achievement for work well done or even for a valiant effort. Everyone wants a ‘pat on the
back’ to make them feel good.

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If you don’t recognize the accomplishment of your team, you might as well tell your staff that
you don’t care about the work they do. And if you only communicate negative outcomes but
don’t accomplishment enough, you might discourage your team from taking risks.
Employees should definitely focus on the challenges that the team is facing, but they should
also spend some time reflecting on how much has already been achieved. If the team feels
that their achievements matter, they will feel motivated to continue pursuing the company’s
goals.
2.3.1.3 Relationship with supervisors
Effective managers know their employees need recognition and praise for their efforts and
accomplishments. Employees also need to know their supervisor's door is always open for
them to discuss any concerns they have that are affecting their ability to do their jobs
effectively and impeding their satisfaction at the office.
Employees want supervisors who have a bond with them and who trust them, understand
them and show fairness. If the supervisor is abusive the worker is left with no choice but to
be dissatisfied with their job. Supervisors play such an important role in jobs that it would not
be wrong to say that employees leave their bosses, not their jobs.
Cheesman (2013) has said that, Employees list having a positive relationship with their
manager a key to high job satisfaction in almost every job satisfaction survey. Building
supportive and understanding relationships with management keeps employees more
engaged. For managers, good relationships with employees make it easier to discuss added
responsibilities or performance issues when necessary. Many supervisors dread having to
have these conversations, and being unsure how to relate to the employee adds to the stress.
Further it says that, The good news is that these relationships can be built intentionally, and
that they rely primarily on the actions of the managers who already work within the
organization. Training managers to have quality conversations and to be open and available
for their employees is the key to creating these relationships.

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2.3.1.4 Organizational support
Workers want to know their organization cares about them: that they are getting something
back for what they are putting in. This is primarily communicated through things like how
bosses treat us, the kinds of fringe benefits we get and other subtle messages. If people
perceive more organizational support, they experience higher job satisfaction.
According to Eisenberger, Huntingdon, Hutchinson and Sowa (1986), individuals tend to
“form global beliefs concerning the extent to which the organization values their
contributions and cares about their well-being.” These beliefs that are exchanges between an
employee and employing organization are called perceived organizational support and is used
to define in this study. High levels of perceived organizational support creates feelings of
obligation, to the employers as well as makes them feel they have to return the employers’
commitment by engaging in behaviors that support organizational goals. It moreover argues
that employees who perceive a high level of support from the organization are more likely to
feel an obligation to repay the organization in terms of affective commitment. And employees
who feel supported by their organization and care about the organization would engage in
activities that help to further the organization’s goals.
Effects of perceived organization support
1. More employees feel that they are supported by the organization the higher their
commitment to the organization becomes.
2. Some effects of organization support relate to job circle such as job satisfaction. Job
satisfaction means views and general positive reactions of personnel to job.
Employees' satisfaction and contentment increases with their feeling of being
supported by the company. Organizational support enhances employees' positive view
toward their job.
3. In addition to that, organizational support also effects the commitment and job
involvement. It means involvement with interests relating to job. The higher the
personnel support, the higher their commitment to their jobs.

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4. Increase of perception of organizational support of employees leads to higher
performance and tendency of employees to remain in organization and reduces work
pressures and feedback behaviors (such as the tendency to leave work and leaving
work).
2.3.1.5 Flexibility
Jackson (2014) has said that happy people create and maintain effective workplaces. It is a
simple, but powerful fact. And she moreover says that beyond budgets, schedules, timelines
and sales efforts, a happy and content staff can make any workplace dynamic. Success-
oriented workplaces recognize that employees are an organization's greatest resource.
Employees can make a critical difference in an organization's ability to not only survive, but
thrive.
Offering flexibility is a great way to show your team members that you trust them. What’s
more the gift of time is one of the most appreciated workplace perks.
Smart people work best when they can choose their own schedule. Flexible hours can
increase engagement and productivity. But keep in mind that they may decrease
collaboration.
2.3.1.6 Feedback
There’s nothing worse than not knowing whether or not you’re doing a good job. When it
comes to job satisfaction, no news is bad news. Getting negative feedback can be painful but
at least it tells you where improvements can be made. On the other hand positive feedback
can make all the difference to how satisfied people feel.
Not receiving feedback on their work can be quite discouraging for most people. Effective
feedback will help team members know where they are and how they can improve.
Employees also need to know what kind of feedback their team members respond to best.
Research shows that novices seek and respond to positive feedback, while experts respond to
negative feedback. In the case of negative feedback, it’s not enough to simply point out what
is wrong. Explain why something they did isn’t working, and how it might be corrected.

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2.3.1.7 Complexity and variety
People generally find jobs more satisfying if they are more complex and offer more variety.
People seem to like complex (but not impossible) jobs, perhaps because it pushes them more.
Too easy and people get bored.
To be satisfied people need to be challenged a little and they need some variety in the tasks
they carry out. It sounds easy when put like that but many jobs offer neither complexity nor
variety.
2.3.2 Physical factors
2.3.2.1 Health and safety
Managing safe and healthy work environments is one of the most important environmental
challenges facing by organizations. Good health and safety bring more benefits to the
workers which contribute to productivity and higher quality.
According to Maslow’s Hierarchy, physiological needs are the first stage in job satisfaction
where as long are the work place is healthy and safe, it will create a pleasant and secure
impression in employee’s mind towards work.
Most of people want to work in an interesting and challenging job. They want a job where
they can make a difference, put something back into society and enjoy the social benefits of
work.
One of the key factors in increasing satisfaction and engagement is in the design of an
employee’s job. The way that a job is designed gives employees messages about the
behaviors they should adopt, how they should do their job and how much they are expected
to participate in decision making. If a job is made up of monotonous tasks and does not
allow employees to take control and be accountable, then they will eventually become bored
and dissatisfied. Showing employees what behaviors are expected of them, giving them a
choice of how they work and involving them in making decisions can enrich their work
life. Enriching an employee’s job so it has breadth and depth will make the job more
rewarding, less monotonous and ultimately more satisfying.

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2.3.2.2 Sanitary conveniences and washing facilities
Suitable and sufficient sanitary conveniences and washing facilities should be provided at
readily accessible places. They and the rooms containing them should be kept clean and be
adequately ventilated and lit. Washing facilities should have running hot and cold or warm
water, soap and clean towels or other means of cleaning or drying. If required by the type of
work, showers should also be provided. Men and women should have separate facilities
unless each facility is in a separate room with a lockable door and is for use by only one
person at a time.
2.3.2.3 Drinking water
An adequate supply of high-quality drinking water, with an upward drinking jet or suitable
cups, should be provided. Water should only be provided in refillable enclosed containers
where it cannot be obtained directly from a mains supply. The containers should be refilled at
least daily (unless they are chilled water dispensers where the containers are returned to the
supplier for refilling). Bottled water/water dispensing systems may still be provided as a
secondary source of drinking water. Drinking water does not have to be marked unless there
is a significant risk of people drinking non-drinking water.
2.3.2.4 Facilities for rest and to eat meals
Suitable and sufficient, readily accessible rest facilities should be provided. Seats should be
provided for workers to use during breaks. These should be in a place where personal
protective equipment need not be worn. Rest areas or rooms should be large enough and have
sufficient seats with backrests and tables for the number of workers likely to use them at any
one time, including suitable access and seating which is adequate for the number of disabled
people at work. Where workers regularly eat meals at work, suitable and sufficient facilities
should be provided for the purpose. Such facilities should also be provided where food would
otherwise be likely to be contaminated. Work areas can be counted as rest areas and as eating
facilities, provided they are adequately clean and there is a suitable surface on which to place
food. Where provided, eating facilities should include a facility for preparing or obtaining a
hot drink. Where hot food cannot be obtained in or reasonably near to the workplace, workers
may need to be provided with a means for heating their own food (ex. microwave oven).
Canteens or restaurants may be used as rest facilities provided there is no obligation to
purchase food. Suitable rest facilities should be provided for pregnant women and nursing

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mothers. They should be near to sanitary facilities and, where necessary, include the facility
to lie down.
2.3.2.5 Accommodation for clothing and facilities for changing
Adequate, suitable and secure space should be provided to store workers’ own clothing and
special clothing. As far as is reasonably practicable the facilities should allow for drying
clothing. Changing facilities should also be provided for workers who change into special
work clothing. The facilities should be readily accessible from workrooms and washing and
eating facilities, and should ensure the privacy of the user, be of sufficient capacity, and be
provided with seating.
2.3.3 Environmental factors
Important factors in the work environment that should be considered include building design
and age, workplace layout, workstation set-up, furniture and equipment design and quality,
space, temperature, ventilation, lighting, noise, vibration, radiation, air quality.
2.3.3.1 Ventilation
Health and Safety Executive (2011) has described that workplaces need to be adequately
ventilated. Fresh, clean air should be drawn from a source outside the workplace,
uncontaminated by discharges from flues, chimneys or other process outlets, and be
circulated through the workrooms. Ventilation should also remove and dilute warm, humid
air and provide air movement which gives a sense of freshness without causing a draught. If
the workplace contains process or heating equipment or other sources of dust, fumes or
vapors, more fresh air will be needed to provide adequate ventilation. Windows or other
openings may provide sufficient ventilation but, where necessary, mechanical ventilation
systems should be provided and regularly maintained.
2.3.3.2 Lighting
Health and Safety Executive (2011) has elaborated that lighting should be sufficient to enable
people to work and move about safely. If necessary, local lighting should be provided at
individual workstations and at places of particular risk such as crossing points on traffic
routes. Lighting and light fittings should not create any hazard. Automatic emergency

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lighting, powered by an independent source, should be provided where sudden loss of light
would create a risk.
2.3.3.3 Cleanliness and waste materials
Every workplace and the furniture, furnishings and fittings should be kept clean and it should
be possible to keep the surfaces of floors, walls and ceilings clean. Cleaning and the removal
of waste should be carried out as necessary by an effective method. Waste should be stored in
suitable receptacles.
2.3.3.4 Room dimensions and space
Health and Safety Executive (2011) has said that workrooms should have enough free space
to allow people to move about with ease. The volume of the room when empty, divided by
the number of people normally working in it, should be at least 11 cubic meters. All or part of
a room over 3.0 m high should be counted as 3.0 m high. 11 cubic meters per person is a
minimum and may be insufficient depending on the layout, contents and the nature of the
work.
2.3.3.5 Workstations and seating
Health and Safety Executive (2011) has said that workstations should be suitable for the
people using them and for the work they do. People should be able to leave workstations
swiftly in an emergency. If work can or must be done sitting, seats which are suitable for the
people using them and for the work they do should be provided. Seating should give adequate
support for the lower back, and footrests should be provided for workers who cannot place
their feet flat on the floor.
2.3.3.6 Maintenance
Health and Safety Executive (2011) has described that the workplace, and certain equipment,
devices and systems should be maintained in efficient working order (efficient for health,
safety and welfare). Such maintenance is required for mechanical ventilation systems;
equipment and devices which would cause a risk to health, safety or welfare if a fault
occurred; and equipment and devices intended to prevent or reduce hazard. The condition of
the buildings needs to be monitored to ensure that they have appropriate stability and solidity

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for their use. This includes risks from the normal running of the work process (ex. vibration,
floor loadings) and foreseeable risks (ex. fire in a cylinder store).
2.3.3.7 Windows and doors
Health and Safety Executive (2011) has further said that, openable windows, skylights and
ventilators should be capable of being opened, closed or adjusted safely and, when open,
should not pose any undue risk to anyone. Windows and skylights should be designed so that
they may be cleaned safely. When considering if they can be cleaned safely, account may be
taken of equipment used in conjunction with the window or skylight or of devices fitted to the
building.
Thus, looking at the literature, it is explicitly understood that researchers have tried to analyze
the job satisfaction of the employee from a different perspectives. The above literature
provide adequate evidences on how job satisfaction of the employee is important to an
organization for its productivity and finally to achieve its organizational goals in most
efficient and effective manner.

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CHAPTER THREE – CONCEPTULIZATION,
METHODOLOGY AND OPERATIONALIZATION
3.1 Introduction
This chapter mainly describes the conceptualization of the research study on the basis of
identified variables from the literature review. The main focus of this chapter is to develop
and present a conceptual framework on impact of factors such psychological, physical and
environmental on job satisfaction of employees. It will also explain the working definitions of
variables and operationalization which have linked to the conceptual framework.
3.2 Conceptual framework
Based on the literature findings and the theoretical explanations on impact of factors such as
psychological, physical and environmental on job satisfaction of employees, the following
model (Table 01) was developed.
Table 3.1 - Conceptual framework
Independent variables Dependent Variable
1. Psychological factors
 Perception of fair pay
 Recognition
 Relationship with supervisor
 Organizational support
 Flexibility
 Feedback
 Complexity and variety
2. Physical factors
 Health and safety
 Sanitary conveniences and washing
facilities
 Drinking water
 Facility for rest and to meal
 Accommodation for clothing and
facilities for changing
3. Environmental factors
 Ventilation
 Lighting
 Cleanliness and waste
 Room dimensions and space
 Workstation
 Maintenance
 Windows and doors
Job satisfaction

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3.3 Working definitions for variables
Since the following factors have been described under the literature review in deep, here the
researcher has introduced working definitions for following factors in order to make it easy to
work with the operational frame work.
3.3.1 Perception of fair pay
The pay is comparable to other organization salaries and benefits will help raise satisfaction
and it should impact on employee’s attitudes and behaviors.
3.3.2 Recognition
The employee should be responded to appreciation express through recognition of their good
work.
3.3.3 Relationship with supervisor
The supervisor should trust and understand the employee and he/she should support their
work as well as for their non-related job activities. And always there should have a mutual
understating between employee and the supervisor to employee to discuss any concern that
they have with the supervisor.
3.3.4 Organizational support
The boss should treat employee well and employee should get organizational support for their
work.
3.3.5 Flexibility
There should have a good environment where employee can be made happy to perform their
duties with their team members. This would also make them flexible enough to do their work
effectively.
3.3.6 Feedback
Employee should get feedbacks for their work.

21
3.3.7 Complexity and variety
The company should maintain an environment where the employee is allowed to undertake
challenges in carrying out new tasks.
3.3.8 Health and safety
The working environment should have safety and it should create a pleasant and secure
impress in employee’s mind towards works.
3.3.9 Sanitary conveniences and washing facilities
Employees should be provided suitable and sufficient sanitary and sufficient conveniences
and washing facilities.
3.3.10 Drinking water
Employees should be provided high quality drinking water with suitable cups.
3.3.11 Facility for rest and to meal
Employees should be provided with suitable and sufficient readily accessible rest facilities
and also they should be provided with adequately clean and suitable surface on which to
place food.
3.3.12 Accommodation for clothing and facilities for changing
Employees should be provided with suitable, secure and adequate space to clothing.
3.3.13 Ventilation
Employees should be adequately ventilated.
3.3.14 Lighting
Employees should get adequate lighting facilities.
3.3.15 Cleanliness and waste
Employees should be provided enough free space to allow them to move about space.

22
3.3.16 Workstation
Employees should be provided with suitable workstation for the work they do.
3.3.17 Maintenance
Company equipment, devices and systems should be maintained properly.
3.3.18 Windows and doors
Windows and doors should be capable of being opened, closed or adjusted safely.
3.4 Hypothesis
Easton and McColl, (2009) has described that hypothesis testing or significance testing is a
method for testing a claim or hypothesis about a parameter in a population, using data
measured in a sample. In this method, it is tested some hypothesis by determining the
likelihood that a sample statistic could have been selected. Following hypothesis are
developed based on the existing literature relating to this study. In this study, null and
alternative hypothesis techniques have been used. Accordingly, three hypotheses as follows
have developed based on the past literature explained in the chapter two.
Hypothesis 1 –
H0 - There is no significant relationship with psychological factor and job satisfaction of
employees.
H1 – There is a significant relationship with psychological factor and job satisfaction of
employees.
Hypothesis 2 –
H0 - There is no significant relationship with physical factor and job satisfaction of
employees.
H1 - There is a significant relationship with physical factor and job satisfaction of employees.

23
Hypothesis 3 –
H0 - There is no significant relationship with environmental factor and job satisfaction of
employees.
H1 - There is a significant relationship with environmental factor and job satisfaction of
employees.
3.5 Methodology
The researcher utilized a number of methods for generating both primary and secondary data
and information for the research. The secondary data was collected through the literature
survey while primary data was collected through methods such as a survey and group
discussions. Since the time frame and the resources available were limited, the researcher
confined only to those methods to generate data. A brief explanation to the methods applied
for collection primary data is given below.
3.5.1 Population, sample and probabilistic sampling technique/s
It was planned to conduct the study in Hirdaramani industries (pvt) Ltd. and the particulars of
the population, sample etc. are given below.
3.5.2 Population
There are 2000 employees both in the executive and non- executive categories of the
Hirdaramani – at Kahathuduwa Plant.
3.5.3 Sample
In order to obtain a reasonable sample to represent the total population, it was planned to
select 5% of the total population i.e. 100 employees for the sample for the study purpose.
When selecting the sample, both the Stratified and Random Sampling methods were used to
ensure both the categories are adequately represented in the sample. Again, to make sure that
all the strata are included in the composition of the sample, the main category non-
managerial employees of the 5% sample sub-categorized into groups such as, machine

24
operators, cutters, pattern makers, fabric inspectors , quality checkers and finally the front
floor workers.
3.5.4 Methods for data collection
In order to collect data, the researcher used primary and secondary sources. The secondary
data was collected mainly in the literature review through utilizing already completed
researches on the subject, different publications, magazines, news articles, books, journals,
websites etc. For the primary data, the researcher used i.e. (3.5.6) research method using a
questionnaire. The entire sample was researched in order to generate qualitative as well
quantitative data to test the hypotheses and thereby to achieve the set objectives of the study.
In administering the questionnaire with 100 employees, the researcher utilized a research
assistant trained by the researcher while all the focus group discussions were conducted
personally by the researcher. The questionnaire was developed using both close as well as
open ended questions to generate data effectively.
3.5.5 Methods of data analysis
Correlation technique was applied in order to measure the relationship between dependent
variable and independent variables. And also, since this research focuses more into find an
impact rate on independent variables toward the dependent variable, data were analyzed in-
order to measure, which factor has more impact on job satisfaction of employees at
Hirdaramani company.
3.5.6 Survey
The survey sample was 100 and it was selected using both random and stratified sampling
methods. A questionnaire consisted of thirty five questions, which is attached as annex 01
was to be administered with 100 persons who are falling in to non- managerial level of
Hirdaramani industries (pvt) ltd. However, Out of 100, only 92 persons have responded and
the results of the survey are tabulated and utilized for the analysis.
3.5.7 Secondary data
The secondary data was collected mainly in the literature review through utilizing already
completed researchers on this particular subject area. Different publications, magazines, news
articles, books, journals and relevant websites were also referenced.

25
3.5. 8 Data Presentation
The findings of demography data are presented in fourth chapter on tabulation, graphs and
drawings with the tools available in Excel 2010.
3.5.9 Analysis
According to the gathered data, it was analyzed by using MINITAB 14 in order to use
quantitative analysis function.

26
3.5.10 Method of hypothesis testing
Hypotheses are tested by using several statistical techniques such as correlation analysis and
regression analysis.
3.6 Operational framework
Table 3.2 – Operational framework
Variable Dimensions Indicators Measurements
(Question
number)
Demographic
Variables
- Gender Part I Q. 01
- Age Part I Q. 02
- Civil status Part I Q. 03
- Educational qualifications Part I Q. 04
- Number of years served in
the company
Part I Q. 05
Dependent
variable
Job satisfaction 1. Psychological
factors
2. Physical factors
3. Environmental
factors
Level of satisfaction
Part II Q. 06
Part II Q. 07
Part II Q. 08

27
Independent
variables
Psychological
factor
Perception of fair pay overall pay and the impact of
attitudes and behaviors of
employees
Part II Q. 09
Recognition recognition for good work Part II Q. 10
Relationship with
supervisor
1. The trust and the
understand between
employee and
supervisor
2. Support for non-
related job activities
3. Ability to discuss any
concern that
employee have.
Part II Q. 11
Part II Q. 12
Part II Q. 13
Organizational support 1. Treat the employee
2. Employee is getting
more organizational
support.
Part II Q. 14
Flexibility 1. Are you happy with
your team members?
2. Are you flexible
enough to do your
work?
Part II Q. 15
Feedback Feedbacks for employee’s
work
Part II Q. 16
Complexity and variety Allowing to undertake
challenges in carrying out
new tasks
Part II Q. 17

28
Physical factor
Health and safety 1. Health and safety
2. A pleasant and secure
impress in
employee’s mind
towards works
Part II Q. 18
Part II Q. 19
Sanitary conveniences
and washing facilities
Providing suitable and
sufficient sanitary and
sufficient conveniences and
washing facilities
Part II Q. 20
Drinking water 1. Providing high
quality drinking
water with suitable
cups
2. providing hot water
Part II Q. 21
Part II Q. 22
Facility for rest and to eat
meals
1. Providing
suitable and
sufficient readily
accessible rest
facilities
2. Providing seats to
use during breaks
3. Providing
adequately clean
and suitable
surface on which
to place food
4. Obligating to
Part II Q. 23
Part II Q. 24
Part II Q. 25
Part II Q. 26

29
purchase food in
the rest time
5. providing suitable
rest facilities and
foods for
pregnant mothers
Part II Q. 27
Accommodation for
clothing and facilities for
changing
Providing suitable, secure
and adequate space to
clothing
Part II Q. 28
Environmental
factor
Ventilation Employee is adequately
ventilated
Part II Q. 29
Lighting Employee is getting
adequate lighting facilities
Part II Q. 30
Cleanliness and waste Working area and furniture
is clean
Part II Q. 31
Room dimensions and
space
Providing enough free space
to allow employee to move
about with ease
Part II Q. 32
Workstation Providing suitable
workstation for the work
employees do
Part II Q. 33
Maintenance Equipment, devices and
systems are maintained
Part II Q. 34
Windows and doors Windows and doors are
capable of being opened,
closed or adjusted safely.
Part II Q. 35

30
3.7 Limitations of the study
Even though it was expected to administer the questionnaire with 100 employees selected for
the sample, only 92 responded. Since the employees were assigned to achieve targets in their
jobs, allocating some time for responding to the questionnaire was quite difficult for them.
However, with the rapport developed with them and after convincing the employees of how
important it was to fulfill the researcher’s educational purpose, the employees supported to
complete the questionnaire. The researcher being a student who was studying both PQHRM
and an undergraduate of the degree course of Fashion Designing and Product Development of
the Faculty of Engineering in the University of the Moratuwa, had a problem of devoting
adequate time to engage in the study.

31
CHAPTER FOUR – DATA ANALYSIS
4.1 Introduction
This chapter discusses and analyzes the data generated through the questionnaire. Data was
analyzed in identifying the relationship and affection rate of psychological, physical and
environmental factors on Job Satisfaction of non-managerial employees of Hirdaramani
industries (pvt) ltd. The data was generated mainly through two ways namely, (a) all
demographic factors, which were analyzed through use of percentages of gender, age, civil
status, educational level and number of years served in the company and it is given in the sub
section of 4.2. (b) The descriptive data analysis according to the employees’ responses
towards the factors namely, psychological, physical and environmental which is given under
the sub section of 4.3 in this report. And each of the above factors was divided into sub
factors, for which a question was made in the questionnaire. The major and the sub factors
are given below.
 Psychological factor – Pay, recognition, relationship with supervisor,
organizational Support, flexibility, feedback and complexity and variety.
 Physical factor - Health and safety, sanitary conveniences and washing
facilities, drinking water, facility for rest and to meals and accommodation for
clothing and facilities for changing.
 Environmental -Ventilation, lighting, cleanliness and waste, room
dimensions and space, workstation, maintenance, windows and doors.

32
39%
61%
Gender
Male
Female
4.2 Presentation and analysis of demographic variables.
4.2.1 Composition of sample according to gender
Table 4.1 – Gender distribution
Gender Employees %
Male 36 39%
Female 56 61%
Total 92 100%
Source: Survey data, 2015
Figure 4.1 - Gender distribution
According to the survey, out of the sample (92), 36 employees were male, and they
represented 39% of the sample. The rest of 56 were female and they represented 61% of the
sample. According to the responses it is shown that female population is the domination
fraction of the sample.

33
9%
59%
31%
1%
Age
More than 16 less than 20
Between 21-30
Between 31-40
More than 41
4.2.2 Composition of sample according to age
Table 4.2 – Age distribution
Figure 4.2 – Age distribution
According to the survey 8 respondents (9%) fall into the age category of more than sixteen
and less than twenty years. And 54 (59%) respondents represented the category between 21-
30 years of age. Accordingly, it was seen that 28 respondents (31%) are falling in to the
category between 31-40. And only 2 respondents (1%) have fallen into the category of more
than 41 years.
Age Employees %
More than 16 less than 20 8 9%
Between 21-30 54 59%
Between 31-40 28 31%
More than 41 2 1%
Total 92 100%

34
49%51%
Civil status
Married
Unmarried
4.2.3 Composition of sample according to civil status
Table 4.3 - Civil status
Civil status Employees %
Married 45 49%
Unmarried 47 51%
Total 92 100%
Figure 4.3 – Civil status
In fact, 45 employees (49%) have responded that they are married while 47 employees (51%)
have responded that they are not married.

35
0%
2%
46%
47%
5%
Educational level
Up to year 8
Up to year 10
G.C.E O/L
G.C.E A/L
Degree
4.2.4 Composition of sample according to educational level
Table 4.4 – Educational level
Educational level Employees %
Up to year 8 0 0%
Up to year 10 2 2%
G.C.E O/L 42 46%
G.C.E A/L 43 47%
Degree 5 5%
Total 92 100%
Figure 4.5 – Educational level
Responding to the question of their educational level; majority or 43 employees (46%) have
studied up to A/L. Likewise, the rest 49 employees have responded in following manner. 42
employees (46%) have studied up to O/L, 2 employees (2%) have studied up to year 10 and
only 5 employees (5%) have studied up to degree level. It is significant that no respondent
has stopped their education level from year 8.

36
17%
42%
22%
19%
Number of years served in the
company
Below 1 year
Between 1-3
Between 4-7
More than 7 years
4.2.5 Composition of sample according to number of years served in the
company
Table 4.5 – Number of years served in the company
Number of years served in
the company
Employees %
Below 1 year 16 17%
Between 1 -3 39 42%
Between 4-7 20 22%
More than 7 years 17 19%
Total 92 100%
Figure 4.5 - Number of years served in the company
Further, 16 employees ( 17%) have described that, they have served less than 1 year in the
company. 39 employees ( 42%) have responded that they have served between 1-3 years in
the company. However 20 employees (22%) have described that they have served between 4-
7 years in the company. When compared with the rest of the factors 17 employees (19%)
have responded that they have served more than 7 years in the company.

37
4.3 Descriptive analysis
This section is for analyzing the data in order to test the hypotheses set out in the chapter
three. For that purpose, various statistical analyses were carried out in order to accept or
reject the null hypotheses and to elaborate further the data in order to explain the nature and
the relationship of variables of study. Independent and dependent variables are measured
based on the responses given to questionnaire, which was based on 5 point Likert scale and
scales are weighted as follows.
4.4Mean of the variables
Table 4.6 - mean of the variables
Variables Mean
Job satisfaction 2.14130
Psychological factor 2.85248
Physical factor 5.19565
Environmental factor 2.12733
According to the above table, mean responses given by the respondents in physical factor is
5.19565, which is falling into high level of job satisfaction. Based on that result, it can be
explained that there is positive job satisfaction of non-managerial employees. i.e., employees
are physically satisfied with their job. Mean responses given by the respondents for the
psychological and environmental factors are respectively, 2.85248 and 2.12733, which is
lower than that of the physical factor value. Based on that result, it can be explained that there
is a moderate job satisfaction level compared to that of physical factor.
Standard Value Weight
Strongly Agree 5
Agree 4
Moderate 3
Disagree 2
Strongly Disagree 1

38
4.5 Correlation analysis
Ratner, (2001) has described that the correlation coefficient, denoted by r, is a measure of the
strength of the straight-line or linear relationship between two variables. The correlation
coefficient takes on values ranging between +1 and -1.
Therefore, in this study, correlation analysis has been used to investigate the relationship
between independent variables and dependent variable to test stated hypothesis in the study.
Table 4.7- The summary of correlations between Job satisfaction of non-managerial
employees (JS) and independent variables
Psychological factor Physical factor Environmental factor
Correlations: Phycology,
Pay
 Pearson correlation of
Phycology and Pay =
0.600
 P-Value = 0.000
Correlations: Physical,
Health and safety
Physical and Health
and safety = 0.239
 P-Value = 0.022
Correlations:
Environmental, Ventilation
Environmental and
Ventilation = 0.594
 P-Value = 0.000
Recognition
Phycology and
Recognition = 0.532
 P-Value = 0.000
Sanitary conveniences and
washing facilities
Physical and Sanitary
conveniences and
washing facilities =
0.247
 P-Value = 0.018
Correlations:
Environmental, Ventilation
Environmental and
Ventilation = 0.594
 P-Value = 0.000
Relationship with
supervisor
Phycology and
Drinking water
Physical and
Correlations:
Environmental, Lighting
Environmental and

39
Relationship with
supervisor = 0.457
 P-Value = 0.000
Drinking water =
0.249
 P-Value = 0.016
Facilities for rest and to
meal
Physical and
Facilities for rest and
to meal = 0.277
 P-Value = 0.008
Lighting = 0.469
 P-Value = 0.000
Correlations:
Environmental, Cleanliness
and waste
Environmental and
Cleanliness and waste
= 0.524
 P-Value = 0.000
Organizational support
Phycology and
Organizational
support = 0.450
 P-Value = 0.000
Accommodation for
clothing and facilities for
changing
Physical and
Accommodation for
clothing facilities for
changing and = 0.304
 P-Value = 0.003
Correlations:
Environmental, Room
dimensions and space
Environmental and
Room dimensions
and space = 0.709
 P-Value = 0.000
Flexibility
Phycology and
Flexibility = 0.520
Correlations:
Environmental,
Workstation
Environmental and
Workstation = 0.544

40
 P-Value = 0.000  P-Value = 0.000
Feedback
Phycology and
Feedback = 0.343
 P-Value = 0.001
Correlations:
Environmental,
Maintenance
Environmental and
Maintenance = 0.461
 P-Value = 0.000
Complexity and variety
Phycology and
Complexity and
variety = 0.498
 P-Value = 0.000
Correlations:
Environmental, Windows
and doors
Environmental and
Windows and doors =
0.477
 P-Value = 0.000

41
4.5.1 Descriptive analysis of correlations between Job satisfaction of non-
managerial employees (JS) and independent variables
Table 4.8 – Correlation between Job satisfaction and psychological factor
The correlation coefficient value is 0.740 and it is significant at the 0.000 level. It implies that
there is a significant positive relationship, which non-managerial employees of Hirdaramani
industries (pvt) Ltd. are psychologically satisfied with their job.
Table 4.9 - Correlation between Job satisfaction and physical factor
Pearson Correlation P-Value
0.556 0.000
industries (pvt)ltd. are physically satisfied with their job.
Table 4.10 - Correlation between Job satisfaction and environmental factor
0.568 0.000
there is a significant positive relationship which non-managerial employees of Hirdaramani
industries (pvt)ltd. are environmentally satisfied with their job.
0.740 0.000

42
Table 4.11 - Correlation between psychological factor and pay
0.600 0.000
industries (pvt)ltd. are satisfied with the pay that they receive.
Table 4.12 - Correlation between psychological factor and recognition
0.532 0.000
industries (pvt)ltd. accept that they are rewarded for their good performances.
Table 4.13 - Correlation between psychological factor and relationship with supervisor
0.457 0.000
industries (pvt)ltd. have a good attitude on their supervisors.

43
Table 4.14 - Correlation between psychological factor and organizational support
0.450 0.000
industries (Pvt)Ltd. accept that they are getting organizational support for their work.
Table 4.15 - Correlation between psychological factor and flexibility
0.520 0.000
industries (pvt) Ltd. satisfy that they are flexible enough to do their work.
Table 4.16 - Correlation between psychological factor and feedback
0.343 0.001
industries (pvt) Ltd. accept that they are getting feedback of their work.

44
Table 4.17 - Correlation between psychological factor and complexity and variety
0.498 0.000
industries (pvt) Ltd. are allowed to undertake in carrying out new tasks.
Table 4.18 - Correlation between physical factor and health and safety
0.239 0.022
industries (pvt) Ltd. are satisfied with the health and safety system that the company
provides.
Table 4.19 - Correlation between physical factor and sanitary conveniences and washing
facilities
0.247 0.018
industries (pvt) Ltd. are satisfied with the sanitary conveniences and washing facilities in the
company.

45
Table 4.20 - Correlation between physical factor and drinking water
0.249 0.016
industries (pvt) Ltd. are provided high quality drinking water with suitable cups and they are
provided with hot water.
Table 4.21 - Correlation between physical factor and facilities for rest and to meal
0.277 0.008
industries (pvt) Ltd. are provided suitable and sufficient readily accessible rest room facilities
and they are provided with seats during the break
Table 4.22 - Correlation between physical factor and accommodation for clothing and
facilities for changing
0.304 0.003
industries (pvt) Ltd. are provided suitable, secure and adequate space for clothing.

46
Table 4.23 - Correlation between environmental factor and ventilation
0.594 0.000
industries (pvt) Ltd. are adequately ventilated.
Table 4.24 - Correlation between environmental factor and lighting
0.469 0.000
industries (pvt) Ltd. are getting adequate lighting facilities.
Table 4.25 - Correlation between environmental factor and cleanliness and waste
0.524 0.000
industries (pvt) Ltd. accept that their working area is clean.

47
Table 4.26 - Correlation between environmental factor and room dimension and space
0.709 0.000
industries (pvt) Ltd. are provided with enough free space to allow them to move about with
ease.
Table 4.27 - Correlation between environmental factor and workstation
0.544 0.000
industries (pvt) Ltd. are provided with suitable workstation for the work they do.
Table 4.28 - Correlation between environmental factor and maintenance
0.461 0.000
there is a significant positive relationship, which the certain equipment, devices and systems
of the company are maintained properly.

48
Table 4.29 - Correlation between environmental factor and windows and doors
0.461 0.000
there is a significant positive relationship, which windows and doors are capable of being
opened, closed or adjusted safely.
4.6 Hypothesis Testing
Table 4.30 - Hypothesis Testing
Hypothesis Values Whether supported/
Not
Result
Hypothesis 1 -
H0 - There is no
significant
relationship
with
psychological
factor and job
satisfaction of
employees.
H1 – There is a
significant
relationship with
psychological factor
and job satisfaction
of employees.
Pearson correlation =
0.740
P-Value = 0.000
Not supported
Supported
Rejected
Accepted

49
Hypothesis 2 –
H0 - There is no
significant
relationship with
physical factor and
job satisfaction of
employees.
H1 - There is a
significant
relationship with
physical factor and
job satisfaction of
employees.
Hypothesis 3 –
H0 - There is no
significant
relationship with
environmental factor
and job satisfaction
of employees.
H1 - There is a
significant
relationship
with
environmenta
l factor and
job
satisfaction of
employees.
Pearson correlation =
0.556
P – Value = 0.000
Pearson correlation=
0.568
P- Value = 0.000
Not supported
Supported
Not supported
Supported
Rejected
Accepted
Rejected
Accepted

50
Figure 4.6 – Relationship between job satisfaction and psychological factors
98765432
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
PHYSICA
JS
Scatterplot of JS vs PHYSICA
According to the above figure, Pearson correlation coefficient (r) between Job satisfaction
and psychological factors indicate a moderate positive relationship at a significant level
where p value equals to 0.000 in which it says that the null hypothesis could be rejected
because of P value being lesser than 0.005, alternative hypothesis that there is a significant
impact for the psychological factors on job satisfaction of Hirdaramani industries (pvt) Ltd
company could be accepted, because there is more than 95% probability of alternative
hypothesis to be true.

51
Figure 4.7 – Relationship between job satisfaction and physical factors
54321
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
PHYSCO
JS
Scatterplot of JS vs PHYSCO
and physical factors indicate a less but positive relationship at a significant level where p
value equals to 0.000 in which it says that the null hypothesis could be rejected because of P
value being lesser than 0.005, alternative hypothesis that there is a significant impact for the
physical factors on job satisfaction of Hirdaramani industries (pvt) Ltd company could be
accepted, because there is more than 95% probability of alternative hypothesis to be true.

52
Figure 4.8 – Relationship between job satisfaction and environmental factors
4.54.03.53.02.52.01.51.0
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
ENVIRONM
JS
Scatterplot of JS vs ENVIRONM
and environmental factors indicate a moderate positive relationship at a significant level
where p value equals to 0.000 in which it says that the null hypothesis could be rejected
because of P value being lesser than 0.005, alternative hypothesis that there is a significant
impact for the environmental factors on job satisfaction of Hirdaramani industries (pvt) Ltd
company could be accepted, because there is more than 95% probability of alternative
hypothesis to be true.

53
CHAPTER FIVE – CONCLUSION AND RECOMMENDATION
5.1 Introduction
This chapter discusses the summary of the whole study and conclusion of the research based on
the findings, which were discussed in the previous chapter. In addition to that this chapter
discusses the recommendations of the study and suggestions for future research areas.
5.2 Conclusion
It is the opinion of the researcher that the task of testing the hypothesis developed and objectives
set up for the study were successfully completed through this study. The Correlation Analysis
applied in the study has revealed very important factors and evidence to achieve the general as
well as the specific objectives of the study. The analysis helped the researcher to identify major
four findings scientifically, which also can be linked to each of the objective of the study.
Accordingly, the four findings are given in the form of conclusions below to prove the validity of
the study.
When applied the correlation analysis to test the specific objective of how far the psychological,
physical and environmental factors impact on job satisfaction, the researcher, based on the
analysis can come to the following conclusions.
(a) According to the psychological factor analysis, correlation coefficient marked a
0.740. This value is positive and it is also really high. Therefore, it can be mentioned
that there is a highly positive relationship
between psychological factors and job satisfaction.
(b) In physical factor analysis, correlation coefficient marked a 0.556. This value is
positive and it is significant high. Therefore, it can be said that there is a moderate
positive relationship between physical factors and job satisfaction and

54
(C) In environmental factor analysis, correlation coefficient marked a 0.568.
This value is positive and it is significant high. Therefore, it can be said that there is a
moderate positive relationship between environment factors and job satisfaction.
Thus it is explicit that the three factors impact on the employee job satisfaction of the
company in both positive and moderate ways.
Even though each three independent variables namely psychological, physical and
environmental indicate a positive relationship at a significant level where p value equals to
0.000 in which it says that the null hypothesis could be rejected because of P value being
lesser than 0.005, the correlation between psychological factor and the job satisfaction is
much higher than other two variables namely relationship with physical factor and
relationship with environmental factor.
The general objective of the study was to identify the most effective factor out of the three
factors: physical, psychological and environmental, which impact on the job satisfaction of
the employees. The study carried out with the employees of the Hirdaramani industries (Pvt)
Ltd., Kahathuduwa and the analysis done with the generated data very strongly justify the
psychological factor is the most effective factor which impact on the job satisfaction of the
employees of the company concerned.
5.4 Recommendations
Job satisfaction is more important to high productivity, motivation and low employee
turnover. It can be seen that employers face the challenges of finding ways to increase job
satisfaction of their employees so their businesses stay competitive. No one can deny the
importance of job satisfaction in employee’s lives. The fact that they spend a huge amount of
their working hours at work means job satisfaction will also play a huge role in their lives.
Employee satisfaction, also referred to as company or staff morale, is an employee’s overall
attitude in regards to his or her place of employment. It is widely accepted that in order to
promote a happier work environment and a high retention rate, managers must carefully
consider the determinants of job satisfaction to adjust work environments and planning

55
accordingly. At the same time, managers should know that a raise or benefits will probably
improve employee contentment, at least temporarily, but small, inexpensive changes can have
a long-term impact.
The findings of this study indicate that psychological, physical, and environmental factors
affect to the job satisfaction of non-managerial level employees of Hirdaramani industries
(Pvt) Ltd. – Kahathuduwa. It was proven that those factors are strongly and moderately affect
to their job satisfaction. Because, according to the each factor value of correlation coefficient
is positive. However, based on the study findings in order to improve the job satisfaction of
the employees of Hirdaramani industries the following recommendations are made;
 Management should involve employees for organization activities. It is the human
beings nature that they expect too much from others. People are more committed and
engaged when there is a process for them to contribute their ideas and opportunity to
implement employee suggestions. This gives them a sense of ownership and pride in
their work. And it makes them psychologically satisfied.
 Pay attention to introduce a performance based pay system. It would make them more
encourage to perform their job efficiently and effectively.
 Training programs should be conducted for both personal developments and as well
as for technical development.
 Management should identify and recognize personal talents and encourage them to
grow in the organization.
 Organization can motivate individuals through proper counseling and guidance. And
it is the researcher’s opinion that the company should introduce a counseling system
within the company which would eventually create a better environment to increase
job satisfaction which lead to the productivity
 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 are existed.

56
 Nonviolent communication would contribute to enhance both job satisfaction and
productivity
 Improve quality of canteens.
 Provide at least one more medical center for employees.
 Reduce the volume of sounds in the sample room area in order for the pattern makers
to do their job without disturbances.

57
References
1. Cheesman, J. (2013). A Good Relationship With A Supervisor Bolsters Job Satisfaction.
Retrieved from http://employeesatisfaction.quora.com/A-Good-Relationship-With-A-Supervisor-
Bolsters-Job-Satisfaction
2. Easton,V,J.; McColl, J, H. ( 2009). Hypothesis Testing. Retrieved from
http://www.stats.gla.ac.uk/steps/glossary/hypothesis_testing.html
3. Eisenberger, S.; Huntingdon, R.; Hutchinson, S.; Sowa, D. (1986). Perceived
organizational support. Journal of Applied Psychology, 71:500-507.
doi:10.1037/0021-9010.71.3.500
4. Fallon,L.F.,and Zgodzinski,E.J.(2008).Essentials of Public Health Management
.Sudbury, MA.USA: Jones and Bartlett Publishers.
5. Harrison, K. (2013). Why employee recognition is so important. Retrieved from
http://www.cuttingedgepr.com/articles/emprecog_so_important.asp
6. Health and Safety Executive. (2011). Workplace health, safety and welfare. Retrieved
from http://www.hse.gov.uk/pubns/indg244.pdf
7. Jackson, B. ( 2014). Workplace flexibility a key to happy employees. Retrieved from
http://www.azcentral.com/story/news/local/chandler/2014/09/13/workplace-
flexibility-key-happy-employees/15526795/
8. Madura, J.(2006).Introduction to business. United States: South-Western College Pub.
9. Mukherjee, K.(2009).Principles of management and observational behaviour. India:
Tata McGraw-Hill
10. Pattanayak,B.(2005).Human Resource Management. India: Prentice Hall India.
11. Sapru ,R.K.(2006).Administrative Theories and Management Thought. Chandigarh,
India: Phi Learning Pvt Ltd.
12. Scholl, R, W. (2003). Determinants of job satisfaction. Retrieved from
http://www.uri.edu/research/lrc/scholl/webnotes/Satisfaction.htm

58
Annex 01
Questionnaire for job satisfaction
Dear sis, madam
With reference to the requirements of degree program of IPM, Professional Qualification in
Human Resource Management, I wish to collect data from you on the topic of job satisfaction
of non-managerial employees of Hirdaramani industries (Pvt) Ltd. 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 academic purpose.
Part 1
Department
…..........................................
1. Gender
Male ( )
Female ( )
2. Age
More than 16 less than 20 ( )
Between 21-30 ( )
Between 31-40 ( )
More than 41 ( )
3. Civil statues
Married ( )
Unmarried ( )
4. Educational qualifications
Up to year 8 ( )
Up to year 10 ( )
G.C.E O/L ( )
G.C.E A/L ( )
Degree level ( )
5. Number of years served in the company
Below 1 year ( )
Between 1 -3 ( )
Between 4-7 ( )
More than 7 years ( )

59
Part II
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
6. I am psychologically satisfied with my job
7. I am physically satisfied with my job
8. I am environmentally satisfied with my job
9.I am satisfied with the payment that I receive
(Salary, Basic needs, Increments, Bonus)
10. I am rewarded for my good performances
(Recognition, appreciation )
11. I have positive attitudes towards my supervisor and
immediate senior manager.
(Relationship with the supervisor and immediate senior
manager)
12. My supervisor supports to my non related job
activities
13. I can discuss any concern that I have with my
supervisor
14. I agree to accept organization style and culture
(Management system , organizational support,
management hierarchy)
15. My abilities and skills are used by the company
(Encourage for innovations, quality of training

60
programs, opportunities for creative ideas)
16. I am getting feedbacks of my work
17. I am allowed to undertake challenges in carrying out
new tasks
18. I am satisfied over health and safety measures of the
organization
(Quality of equipment, awareness of preventing
accidents level of health and sanitary facilitates)
19. The organization creates a pleasant and secure
impress in employee’s mind towards works
20. I am provided suitable and sufficient sanitary and
sufficient conveniences and washing facilities
21. I am provided high quality drinking water with
suitable cups
22. I am provided hot water
23. I am provided suitable and sufficient readily
accessible rest facilities
24. I am provided seats to use during breaks
25. I am provided adequately clean and suitable surface
on which to place food
26. I am obligated to purchase food in the rest time
27. Pregnant mothers are provided suitable rest

61
facilities and foods
28. I am provided suitable, secure and adequate space to
clothing
29. The company has adequate ventilation
30. I am getting adequate lighting facilities
31. My working area and furniture is clean
32. I am provided enough free space to allow me to
move about with ease
33. I am provided suitable workstation for the work I do
34. Equipment, devices and systems are maintained
properly
35. Windows are capable of being opened, closed or
adjusted safely

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