PAPER PRESENTATION_SZABIT_DXB
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McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 11 - 1 SZABIT Multidisciplinary International Conference 2016 “Impact of Employees participation on Job Satisfaction Evidence from Karachi's Tertiary Education Sector” Conference Paper Presentation Avinash Advani Independent Researcher Karachi [email protected] Saba Gulzar Lecturer at Institute of Business Management Karachi
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Transcript of PAPER PRESENTATION_SZABIT_DXB
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
11 - 1
SZABIT Multidisciplinary International Conference 2016
“Impact of Employees participation on Job Satisfaction Evidence from Karachi's
Tertiary Education Sector”Conference Paper
PresentationAvinash Advani
Independent Researcher [email protected]
Saba GulzarLecturer at Institute of Business Management
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
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ContentsContentsIntroduction Research GapProblem StatementObjectives Literature ReviewConceptual FrameworkHypothesisMethodologyResults ConclusionRecommendations
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McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
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IntroductionIntroduction
Universities in Karachi are facing problem in employee participationLacking in the sense of ownership lower organizational commitmentDecreased job satisfaction level
This is a major issue that needs to be address to increase the organizational productivity and increase employees job satisfaction.
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Research GapResearch Gap
Most of the researches are lacking to determine the employee participation and its impact in the education industry.
No prior study is conducted on employee participation in tertiary education of Karachi.
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Problem StatementProblem Statement
• Does employees’ participation has significant impact on the job satisfaction in the Tertiary Educational Sector of Karachi?
• All the universities might not be facing this problem but since this is recognized problem therefore, they are interested to find out the results that affects the employee job satisfaction
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Research QuestionsResearch Questions
What is the effect of employee’s participation on job
satisfaction?
How decision making power affects the job
satisfaction ?
What is the effect of communication on job
satisfaction?
How team empowerment leads to job satisfaction?6
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Research ObjectivesResearch Objectives
To determine the impact of employees participation on job satisfactionTo find out the effect of decision making power on job satisfactionTo understand the influence of employee communication on job satisfactionTo explore the importance of team empowerment on job satisfaction
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Literature Review Literature Review Job satisfaction is strongly effected by employee participation
Decision making power positively affect employee job satisfaction
Employee communication and Team Empowerment has a greater impact on employee job satisfaction.
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Conceptual frameworkConceptual framework
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Hypothesis Hypothesis H1a: There is significant impact of employees participation on job satisfactionH1b: There is significant impact of employee decision-making power on job satisfactionH1c: There is significant impact of employee communication on job satisfactionH1d: There is significant impact of team empowerment on job satisfaction
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Methodology Methodology Population: Professors, Associate Professors, Assistant
Professors, Senior Lecturers, Lecturers and Teaching Assistants of Universities in Karachi from 19 Universities and Degree Awarding Institutes of South Region of Karachi.
Sampling techniques: Random Sampling- (Upadhyay & Gupta 2012)
Sample size: 150 – RaoSoft an online tool was used to determine the sample size in this research.
Instrument: Adopted Questionnaire- Rahim (2012) Gurviez & Korchia (2002), Gefen et al. (2003), and Chiou & Droge (2006) and the reliability of instrument for different sections are between 0.7 t0 0.8
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Methodology cont…Methodology cont…Data Collection Method: Primary data and
Secondary data Malhotra and Briks (2003) and Kumar (2008)
Tool Applied: Multiple Linear Regression Analysis - Katavhich (2013) and Ahmed, Baig & Mansoor(2012) have also used the multiple linear regression in their research studies.
Software Used: SPSS 19.0Organization under study: Universities and
Degree Awarding Institutes in South Region of Karachi
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ResultsResultsDescriptive Statistics:
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Mean Std. Deviation Skewness Kurtosis
Job Satisfaction 3.55 0.70 -0.38 -1.48
Employee Partcptn 3.20 1.02 -0.49 1.39
Decision Power 3.46 0.53 -0.59 -0.76
Employee Comm 3.53 1.17 -0.32 1.22
Team Empowerment 3.55 0.70 -0.38 -1.17
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Factor loading for reducing the Factor loading for reducing the items:items:
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ConstructOriginalItems
Kaiser-Meyer Olkin
Barley Testof
Sphercity
Cumulative Factor loading
Item Retained
Job Satisfaction 4 0.67 626 82.47% 3
Team Empermnt 3 0.73 830 86.42% 3
Employee Parttn 6 0.61 662 66.37% 4
Communication 3 0.70 668 82.75% 3
Decision Making 7 0.61 2142 77.58% 4
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Reliability of the Constructs:Reliability of the Constructs: Construct Cronbach’s
AlphaCronbach,s Alpha on Standarized Items
No ofItems
Mean S.D
Job Satisfaction 0.75 0.75 4 3.55 0.70
Employee Partictn 0.71 0.72 33.60 1.06
Decision Power 0.79 0.79 63.46 0.53
Employee Comm 0.72 0.71 33.53 1.17
Team Empowerment 0.88 0.82 7 3.55 0.70
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Hypothesis-1aHypothesis-1a
Model Unstandardized Coefficients
Standardized Coefficients
T Sig.
B Std. Error
Beta
(Constant) -2.293 .588 -3.901 .000
Employee Participation
.710 .019 .906 38.014 .000
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Note: R=0.784, R2=0.615, Adjusted R2= 0.604, p<0.5, dependent variable=Job Satisfaction.
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Model SummaryModel Summary
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Model R R Square Adjusted R Square B-Values
1 .784a .615 .604 0.9
2 .808b .825 .824 0.08
3 .799c .825 .824 0.02
4 .821d .849 .847 .021
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ConclusionConclusionEmployee participation affects the job satisfactionImportance of employee participation for organizational effectiveness. Several factors are uncovered that contribute to the employee participation and its impact on job satisfaction. Model of this research is significant and achieved the objectives of the research study.
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Recommendations Recommendations
The findings and conclusions of the study suggested
recommendations as under:
Effective employees participation strategies
Empowered decision making and teamwork
Immediate performance feedback
Adapt open door policy
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