Impact of work condition on job satisfaction of employees

CHAPTER I

INTRODUCTION
1.1 General background

In the modern era, organizations are facing several challenges due to the dynamic
nature of environment. One of the many challenges for a business is to satisfy its
employees in order to cope up with the ever changing and evolving environment and
to achieve success and remain in competition (Rajiq and Maulabakhsh, 2015). Job
satisfaction describes the feelings attitudes or preference of individuals regarding
work. It indicates how content an individual is towards his or her work. Moreover, it
is combination of positive or negative feelings that workers have towards their work.
Job satisfaction also represents the extent to which expectations are matched with the
real awards in workplace. Therefore, job satisfaction is closely linked to that
individual's behavior in the work place (Aziri, 2011).

Job satisfaction is also defined as psychological state of how an individual feel

towards work.In other words, it is people’s feelings and attitudes about variety of
intrinsic and extrinsic elements towards jobs and the organizations they perform their
jobs in. The elements of job satisfaction are related to pay, promotion, benefits, work
nature, supervision, and relationship with colleagues (Mosadeghard, 2003).
Employees satisfaction is considered as all-around module of an organization’s
human resource strategies. Simatwa (2011) stated that job is positively related to the
degree to which one’s personal needs are fulfilled in the job situation.

Kuria (2011) revealed that employees are most satisfied and highly productive when
their job offers them security from economic strain, recognition of their effort, clean
policy of grievances, opportunity to contribute ideas and suggestions, participation in
decision making and managing the affairs, clean definitions of duties and
responsibilities and opportunities for promotion.The study also found that employees
are more satisfied with fringe benefits, sound payment structure, incentive plans and
profit sharing activities, health and safety measures, social security, compensation,
communication system and finally, atmosphere of mutual trust respect.
For a long time, job satisfaction has been viewed as a unique concept, but today it is
seen as a very complex cluster of attitudes towards different aspects of the work
[ CITATION Bro98 \l 1033 ] . Job satisfaction shows how much an employee likes his
work as well as the level of his preoccupation with work. Generally, it can be stated
that job satisfaction is a sense of comfort and positive experience that an employee
has related to his job. Job satisfaction can affect work behavior, and through that, the
organizational performance.

According to Locke (1976), job satisfaction stems from the perception that an
employee has about their job and what he/she receives related with the work
performed and the working condition. Job satisfaction is a pleasurable or positive
emotional state that is related to the work that individual performs, the attitude of
worker toward job, rewards, social, organizational and physical characteristics of the
environment in which one performs working activities. Hence, job satisfaction is a
pleasant or positive response to the individual's work.

Job satisfaction is the attitude of worker toward job rewards, social, organizational
and physical characteristics of the environment performs working activities. Yousef
(1998) indicated that satisfaction with job security is positively correlated to both
organizational commitment and job performance. Furthermore, the results revealed
that organizationalactivity contributes significantly to the variations in satisfaction
with job security among employees. Finally, the study concluded that the relationship
between satisfaction with job security, and both organizational commitment and job
performance vary across national cultures.

Good working condition refers to the pleasure and displeasure with one’s career.
Those who enjoy their carrier are said to have quality work life, while those who are
unhappy or those needs are otherwise unfulfilled are said to have the low quality of
work life (Leap & Crino , 1993).Creating an ideal working environment may not
seem like a big deal to everyday employees, but it's a big concern for managers. If
working conditions aren't on the manager's mind, they should be. A healthy
workplace environment makes good business sense and is characterized by respect
that supports employee engagement and creates a high-performance culture that
encourages innovation and creativity (Kohun, 2002).
Workplace environment is the sum of the interrelationships that exists within the
employees and the environment in which they work [ CITATION Koh02 \l 1033 ]. An
effective workplace environment management entails making work environment
attractive, comfortable, satisfactory and motivating to employees so as to give
employees a sense of pride and purpose in what they do [ CITATION Hum05 \l 1033 ].
Leblebici (2012) showed that employees are contented when they feel their immediate
environment; both physical sensations and emotional states are in tandem with their
obligations and how well employees connect with their organization’s immediate
workplace environment, influences to a great extent their error rate levels, efficiency
and innovativeness, collaboration with other employees, absenteeism and, ultimately
their retention.

People work better and produce more when workloads and working conditions are
right for their performance. Workload is defined as demands assigned on the
employee by the job. Excessive job demands can often lead to job dissatisfaction,
stress, and burnout all of which can influence retention. There is a very strongnegative
association between employees' dissatisfaction with their workload which in turn
affect employee’s intention to leave the organization [ CITATION Mus13 \l 1033 ].

Job satisfaction is a product of the events and conditions that people experience on
jobs. It requires careful planning and effort both by management and by the workers.
Leaders are expected to support their employees and to be more efficient in
developing a good mix of factors.As the comparative distinction of pay rates in the
prize system, it is significant that salaries should be tied to job tasks and that pay
increases should be tied to performance rather than seniority. If a person’s work is
attractive, reimburse is fair, promotional chances are good, supervisor is helpful, and
coworkers are pleasant, then a situational approach leads one to expect satisfied with
job very simply. If the pleasures associated with one’s job outweigh the pains, there is
some level of job satisfaction [ CITATION Jen10 \l 1033 ].

Employee satisfaction and retention continue to be high priority objectives for human
resource departments because retaining and having satisfied employees lead to saving
of costs for the organizations. Most businesses focus on employee retention only
when employee turnover starts to increase. Successful employers realize that an
effective employee retention strategy will help them sustain their leadership and
growth in the marketplace through the highs and lows of economic conditions.
Voluntary benefits have been shown to increase employee job satisfaction to some
extent, whereas creating an emotional connection of employees with job leads to life-
enhancing benefits.  Hence, Lim (2008) stated that employees that are emotionally
engaged are less likely to leave voluntarily.

Likewise, job satisfaction motivates the employee to give more emphasis on

achieving the organizational goals. As people spent major part of their life at work, it
gives status to them and also ties them with the society. The satisfied employee is
found to be dedicated to the job and would perform his/her duties well. This will lead
to increase in employee’s job satisfaction level which in turn, affect employee job
performance as well as organizational performance (Akfopure, 2006).

Fiorita et al. (2007) concluded that the employee satisfaction and commitment
demonstrate the best approach to valuable results such as better execution, viability,
and profitability, and diminish absenteeism at both individual and organizational
levels. Clark (1997) found that if employees are not satisfied with the task assigned to
them, then they are not certain about factors such as safe working conditions,
cooperative co-workers, affective supervision, participation in decision making that
makes them to feel separate from the organization. Furthermore, the study highlighted
that in current times, firms cannot afford dissatisfied employees as they will not
perform up to the standards or the expectations of their supervisor. As a result, they
will be fired and firms are required to bear additional costs for recruiting new staff.

The workplace environment is the most critical factor in keeping an employee

satisfied in today’s business world. Today’s workplace is different, diverse, and
constantly changing. The typical employer/employee relationship of old has been
turned upside down. Workers are living in a growing economy and have almost
limitless job opportunities. This combination of factors has created an environment
where the business needs its employees more than the employees need the business
(Smith, 2011). A better physical workplace environment will boost employees’
performance and ultimately improve their productivity (Challenger, 2000).

In the context of Nepal, Pathak (2015) revealed that employee overall feelings
towards the job is influenced by motivation, pay and benefits, training and career
advancement opportunities, relationship with immediate co-workers, working hours,
recognition of performance, nature of work, working environment, participation in
decision making, corporate culture etc. Job satisfaction can be an important indicator
of how employees feel about their jobs and a predictor of work behaviors such as
absenteeism and turnover. It is common that employees who are satisfied with their
jobs are more likely to stay with their employers. As life becomes more challenging,
employees may become more stressed. Therefore, the factors long thought to satisfy
employees may be shifting, depending on attributes such as the gender and age of
employees. In addition to demographic factors, the economic landscape in which most
companies are operating is of particular interest that affect employee job satisfaction.

Adhikari and Nath (2014) stated job satisfaction as the cognitive, affective and
evaluative reaction of employees toward their jobs. It is the general attitudes towards
one’s jobs or the difference between the numbers of rewards worker receives and
amount they believe they should receive. The study assessed that satisfied employees
provide superior performance in optimal time which leads to increase in profits. When
employees are satisfied with their work, they would be more creative and innovative
and offer advances that allows company to evolve positively over time with changes
in market conditions. On the other hand, the study found that lack of job satisfaction
results low level of employee commitment that, in turn, affects performance and the
achievement of organizational goals. Moreover, employee’s satisfaction reduces the
absenteeism, accident and employee stress, improves employee satisfaction with life
and thus increases productivity and profits.

The level of job satisfaction of the employees in the organization play vital role for
the retention and attraction of the competent human capital in the organization. A
satisfied worker tends to be less absent from his or her job, contribute for the benefit
of the company and would like to stay in the organization. However, a dissatisfied
worker has negative attitudes and prefers to remain absent too often, always remains
unhappy with the supervisor, tries to leave the company once an opportunity is
available, and remains in stress (Adhikari 2009).

The above discussion shows that the studies dealing with the relationship between
working condition and job satisfaction are of great significance. Though these are
findings in the context of different countries and Nepal, no such findings using more
recent data exist in the context of Nepal. Hence, this study focuses on examining the
relationship between working condition and job satisfaction in Nepalese commercial
banks.

1.2 Statement of the problem

The success of an organization largely depends on the quality of its employees which
is measured by their performance. There are heterogeneities in the quality of
employees in an organization, i.e. not all employees are equal in their working and
have different modes of working.Some employees have the highest capability
regardless of the incentive while others may have an irregular tendencyof working. If
employeesare handled effectively, the result can be greater productivity and increased
employee satisfaction.Satisfied workers are expected to perform more than general
expectation to the organization. Therefore, employee satisfaction is utmost for
improving employee and organizational performance. Though the problems for poor
job satisfaction are identified and analyzed but devices to prevent the employee's
dissatisfaction are not still adopted[ CITATION Sco14 \l 1033 ].

Gebregziabher (2009) stated that organizational and job-related factors have

significant impact on the job satisfaction. Mohammed and Nimalathasan (2011)
revealed that identifying factors that affect employees’ performance in workplace
improve recruitment, retention and organizationalresults.Dawson (1987) examined the
influence of different determinants of job satisfaction and found that fair promotion
system, working conditions, job autonomy, leadership behavior and social relations
determine the level of employee job satisfaction.

Nguyen et al. (2003) concluded that job satisfaction is the result of promotion
opportunities in the organization. Teseema and Soeters (2006) concluded that there is
positive relationship between promotion practices and perceived performance of
employee. If organizations want to accelerate performance of employees in the
organization, fair promotional opportunities should be given to motivate employees
(Park et al., 2003).

Nelson and Quick(2003) concludedthat a job with high motivation and hygiene
factors leads to high performance and few complaints among employees. Employees’
job performance like all other systems, do not function when their components do not
work together smoothly and efficiently. Thus, understanding relationship between the
organization and its employees is the key to improve the organization ‘s ability to
move through change effectively.

According to Nickols (2003), organizations need to understand the factors that affect
employee’s performance because such insight will help them make decisions that will
inculcate improved performance from the employees and to an extension the overall
performance of the organization. Moreover, employee performance has a significant
effect on organizational performance which indicates that individual performance is
the foundation of organizational performance.

Shahzadi (2014) showed a significant and positive relationship between employee

motivation and employee performance. The study also concluded that intrinsic reward
has a significant positive relationship with employee performance and employee
motivation. The results also showed that employees perceived organizational culture,
communication and team work effectiveness has a negative relationship with
motivation.

Jehanzeb et al. (2012) indicated that motivation is positively related to the job
satisfaction and rewards have a positive significant effect on job satisfaction. Baker et
al. (2014) found that cash bonus has no effect on employee performance. However,
Zafar et al. (2014) found that reward has an insignificant impact on employee
motivation. The result also showed that extrinsic reward (pay) and intrinsic reward
(appreciation) have insignificant relationship with employee motivation.

Velnampy (2008) revealed that attitudes namely satisfaction and involvement and
performance are significantly correlated. The study showed higher correlation
between involvement and performance than correlation between satisfaction and
performance. Tsai (2011) affirmed that there is a positive relationship of
organizational culture, communication and team work and employee performance.
Organizational culture, communication and team work generates benefits for the
employee knowledge, skills, ability, competencies and behavior.

Byron (2014) examined the effect of work hour congruence on employee job
satisfaction and absenteeism. The results indicated a difference between employees
who desire more hours and those who desire fewer hours, employee desire for and
receipt of more hours was related to positive changes in job satisfaction, while
employee desire for and receipt of fewer hours was related to reduced absenteeism.
Employees who work long hours are more likely to report lower job satisfaction and
be more likely to undertake active job search [ CITATION Mic08 \l 1033 ].

Amusa et al. (2013) studied work environment and job performance of librarians in
Nigeria and showed that there is a significant correlation between work environment
and job performance in libraries. Different factors within the working environment
such as wages, working hours, autonomy given to employees, organizational structure
and communication between employees & management affect job satisfaction (Lane
et al., 2010).

Ducharme and Martin (2000) conducted a large-scale investigation on the problems

relating to job satisfaction issues targeted on the employees of international service
providers. The study found that the factors of work group interactions and coworkers'
support have significant positive correlation to job satisfaction. Because of less
reliance on machinery and other forms of technology that reduces the need for human
labor, successful performance of an employee’s service work frequently depends
upon harmony with co-workers (Bandy, 1995).

Bokti and Talib (2009) examined the relationship between stress and job satisfaction
of naval personnel in Malaysia and revealed that occupational stress was negatively
associated with job satisfaction. As stress affects the performance of the people
working in any type of organization, same is the case with naval personnel.Working
under intense time pressure has been shown to cause stress and job dissatisfaction as
well as burnout [ CITATION Mus13 \l 1033 ].

Furthermore, Rita et al. (2013) identified the level of job satisfaction and job stress
among the nurses of two different Ridge and pan tang hospitals of Ghana. Theresults
showed that the level of job stress and job satisfaction was same in both hospitals. The
result also showed that the level of workload is higher in Ridge hospital and there is
weak negative relationship between job stress and job satisfaction among these two
hospitals. However, Abdulla et al., (2011) identified job stress and communications as
an important determinant of job satisfaction but found no significant impact on job
satisfaction.
In the context of Nepal, Maharjan (2012) reported a positive association between
work motivation and job performance of teachers. Biswakarma (2015) revealed that
workplace and employee attitude showed positive and significant relationship. The
empirical result stated that the perception of justice in an organization has positive
relationship with employees’ turnover intention and revealed negative effects of
organizational justice on the turnover behavioral decision of an employee in banking
industry in Nepal.

Lack of adequate physical infrastructure, poor working condition with non- existence
safety procedure have posed risk to physical, mental and overall well-being of
workers. Joshi et al. (2013) foundthat presence of inferior physical environment,
working conditions and practices has contributed to musculoskeletal injuries and
problems in workplaces exposing workers to risk and hazards.

There is rising dissatisfaction among employers and employees in the present political
and economic circumstance, both are interested only on short term benefits in Nepal
(Adhakari et al. 2012).Shakya and Devi (2016) concluded that inadequate time
available for employees and their family cause work stress for bank employees that
ultimately deteriorates employees’ performance.

Though there are above mentioned empirical evidences on impact of working

conditions on employee job satisfaction and employee performance in the context of
other countries and in Nepal, no such evidence using more recent date exists in the
context of Nepal. This study, therefore deals with following issues in context of
Nepalese commercial banks:

1. What are the employees’ perceived descriptive statistics on nature of work,

working hours and working condition in Nepalese commercial banks?

2. What are the employees perceived descriptive statistics on stress and

motivation in Nepalese commercial banks?

3. Is there any correlation of working condition and motivation with

employee job satisfaction?

4. Whether stress and working hours are correlated to employee job

satisfaction?
 5. Do working condition and motivation have significant impact on job
satisfaction and employee performance?

6. What is the impact of stress, working hours, nature of work and co-worker
relationship on job satisfaction and employee performance?

7. Which of the factors play most significant role in determining the level of
job satisfaction and employee performance in Nepalese commercial
banks?

8. What is the perception of respondents regarding the level of job

satisfaction in Nepal?

1.3 Purpose of the study

The major purpose of the study is to determine the impact of working condition on
job satisfaction and performance of employees in Nepalese commercial banks. The
specific objectives of the study are given below:
1. To examine the impact of nature of work on employee job satisfaction and
employee performance.

2. To assess the effect of working hours and stress on job satisfaction and
performance of employees.

3. To identify the relationship of motivation with employee job satisfaction and

employee performance

4. Todetermine the extent to which relationship with co-worker affect employee

job satisfaction and employee performance.

1.4 Significance of the study

Job satisfaction is an orientation of emotions that employees possess towards role they
are performing at the work place and is an essential component for employee
motivation and encouragement towards better performance (Vroom, 1964). Likewise,
employee performance is the combined result of effort, ability, and perception of tasks
(Platt & Sobotka, 2010). Employee performance and employee job satisfaction is
imperative for organizational outcomes and success.In the organization many people
work for the sake of money and profit. If the employees of an organization are not
satisfied with their work and feel stress on their jobs then the employees of the
organization will notcomplete their work in a good way which negatively impact the
goodwill of the organization (Riaz et al., 2014).

Effective working condition encourages employee to be happier with their job that
ultimately influences the growth of an organization as well as growth of an employee.
Workplace conditions have both positive and negative effects on the psychology and
welfare of employees. Favorable workplace condition guarantees the wellbeing of
employees as well as enables them to exert themselves to their roles with all energy
that may translate to higher performance (Taiwo, 2010). Growth of any organization
depends upon the human resources of the organizations. For improving the
performance of organization and achievement of the goals there is requirement of
better employee performance. Thus, it is essential to address the issue of working
condition, job satisfaction and employee performance in organizations.

This study attempts to explore the working condition and its impact on job
satisfaction and performance of employees in Nepalese commercial banks. Therefore,
this study provides deeper understanding to banking industry on the behavioural
aspects of employees and their level of job satisfaction. Furthermore, the banking and
financial institutions can learn about the perception of employees regarding the
working conditions. Moreover, this study provides further insights to human resource
department of banks and financial services regarding the impact of working
conditions on employee job satisfaction and performance.

Likewise, this study helps policymakers and stakeholders to set and design proper
working conditions that aids in retaining employees and improving their level of job
satisfaction. Moreover, this study is fruitful for academicians who might use this as a
reference material for future research on similar topic. In addition, this study will
guide management team of banking institutions for building effecting work practices
and workplace that enhances employee performance and ultimately organizational
performance.

1.5 Operational definitions, hypothesis and assumptions

The operational definitions of the variables used in this study have been discussed in
this section.
Dependent variables

Employees' performance

Employee performance means that an individual successfully completes the tasks

which are set by an organization, according to the predetermined standards along with
the efficient utilization of resources in a changing environment (Zafar et al., 2015). It
is also defined as the work performance in terms of quantity and quality expected
from each employee. The employee performance is considered as backbone of
organization as it leads development of organization effectively. The purpose of the
employee performance management is to transform the raw potential of human
resource into performance by removing intermediate barriers as well as motivating
and rejuvenating the human resource [ CITATION Kan06 \l 1033 ] . Competitive capacity
of organization can be increased by strengthening employee performance and
effectively managing and developing people which is in essence performance
management [ CITATION Ami10 \l 1033 ].

Armstrong (2010) stated that employee performance management is strategic and

integrated approach to deliver sustained success to organizations by improving the
performance of the people who work in them and by developing the capabilities of
terms and individual contributions. This explanation supports the rationale that it is
human resource not the capital that provides organizations with a competitive
advantage [ CITATION Rey98 \l 1033 ].

Job satisfaction

Job satisfaction may simply be perceived as the feelings of individuals about their
jobs(Arndta et al.,2006). Sieger et al. (2011) conceptualized job satisfaction in terms
of how people feel about their jobs and different aspects of their jobs. Moreover,
Simatwa (2011) defined job satisfaction as a function which is positively related to
the degree to which one’s personal needs are fulfilled in the job situation. Job
satisfaction depends on a lot of human resource management practices and other
factors. Moreover, job satisfaction with one facet might lead to the satisfaction with
another (Alf, 2003). Factors such as job security, operation of the organization,
working condition, rewards and incentives brought a high concern to employees
regarding their satisfaction (Zark, 2011).
Elickson and Logsdon (2002) also defined employee satisfaction as the extent to
which employees like their work. Training and development, working condition,
performance appraisal are the major determining variables for job satisfaction in
Nepalese commercial banks (Nepal, 2016). According to Concha (2009), employee
individualistic characteristics (such as demography, emotions and personality cote)
and job values and reward expectation (such as salary and promotion) environmental
factors as well as other factors that may be specific to the unique nature of work being
performed (such as autonomy, role stress and teamwork) also affect employee job
satisfaction.

Independent variables

Nature of work

Nature of work can be defined as the type of work employee performs. It refers to the
basic daily tasks that carries out as a part of the job and also include other non-routine
tasks required by the job. Hackman & Oldham (1975) introduced the concept and the
model of nature of job which consists of five dimensions i.e., skill variety, task, task
significance, autonomy and feedback from job. Naumann(1993) showed nature of job
has positive impact onjob satisfaction. Aamdar et al. (2012)concluded that nature of
work affects the job satisfaction and performance of employees. Dragoet al. (1992)
also concluded that there exists a positive association between nature of works and
employee job satisfaction. Likewise, Fulleret al. (2006) showed that autonomy as
depicted in work enrichment interventions has positive relationship with job
performance and job satisfaction.

Similarly, Samad (2006) examined relationship between job satisfaction and the
nature of job and revealed that job satisfaction was statistically and positively
associated with all variables of nature of job.Thomas et al. (2004)found positive
nature of job has direct influence to job satisfaction and work adjustment. Ting
(1997)showedthat the nature of work itself is positively correlated to the employeejob
satisfaction. Abdulla et al. (2011) also found a significant correlation between job
satisfaction and nature of the work. Further, Niehoff et al. (2001) established a
positive association between nature of works and job satisfaction. Based on it, this
study develops the following hypothesis:
H1: Nature of work has a positive relationship with job satisfaction and
employeeperformance.

Working hours

Working hour refers to the amount of time someone spends at work during a day.
Working time arrangements are key elements of working conditions and determine
the possibilities for employees to balance work with their other life spheres.Wage
rates also have a large impact on working hours’ preferences, as the low earnings
category prefers far more often longer hours [ CITATION Tij03 \l 1033 ]. Sarah &
Alwine(2012) concluded that increasing working hours and overtime have positive
effects on life and job satisfaction.

Woodenet al. (2009)found positive impact of actual working hours and working
overtime on the job satisfaction of full-time employees,negative effect on job
satisfaction only arises when full-time employees want to reduce their working hours.
If employees’ overtime is appropriately compensated, satisfaction rises, and the
working hour mismatch decreases. Rahman et al.(2013)indicated that long working
hour and workload as top most stressors of both public and private commercial banks
in Bangladesh andalso found that long working hour has negative impact on job
satisfaction of the employee.Peter Kuhn (2014) revealed that a flexible work schedule
is positively associated with both working-time fit and job satisfaction.Based on it,
this study develops the following hypothesis:

H2: Working hours has a positive relationship with job satisfaction and employee’s
performance.

Stress

Stress can be defined as the intense concern of a person on a problem that is expected
to occur however, it is subjective and potentially stressful conditions for some people
might not be equally stress-inducing to others (Kantas, 1995). Kring et al.(2007)
stated that stress can help people being more alert and able to plan how to deal with
potential uncomfortable circumstances. From that perspective it is necessary to
separate conceptually stress from distress and eustress. Selye (1956) defined stress as
being nonspecific to any demand, thus, it is different from eustress that is a motivator
and which increases awareness for an individual to handle a specific problem. Sulsky
& Smith(2005) examined that person can negatively suffer from stress only when it is
incapable of adapting to the stressful environmental conditions.

Earnest and Jama (2003) revealed a strong inverse relationship between the stressors
related to lack of organizational support with job satisfaction.Job stress has been
measured by conflict at work, workload and physical environment. Jon stress is
negatively related to employee’s job satisfaction. [ CITATION Muh11 \l 1033 ].
Montgomery et al. (1996) also found job stress as dysfunctional and decreasing
commitment and productivity in employees.

In addition, Kotteeswari (2014) stated that job stress is negatively related to

performance. In other words, higher the stress, lower the employee
performance.There is a very strong association between employees' dissatisfaction
with job, their stress and employee’s intent to leave the organization (Mustapha and
Ghee, 2013).Based on it, this study develops the following hypothesis:

H3: Stress has a negative relationship with job satisfaction and employee’s
performance.

Relationship with co-worker

Relationship with colleagues can be defined as the social and working transactions
with others on the job (Herzberg, 1966). It is defined as personal and working
interactions between the respondent and other people he or she works with. Human
environment consists of peers, individuals related to the employee, teams, and work
groups, issues of interaction, leadership, and management [ CITATION Opk02 \l 1033 ].
Individuals who are appreciated by colleagues connected with them will have
psychological meaningfulness in the workplace. Employees will also indicate the
availability of her if they know that co-workers and supervisors cared about him
[ CITATION Rot13 \l 1033 ] . There is a positive correlation between job satisfaction and
relationship with co-worker (Rai, 2012).

James (1996) concluded that the working as a team has significant impact on the
satisfaction level of employees as it affects their performance. The study also found
that relationship with co-workers influence the employee satisfaction towards job. It is
essential to recognize to the significance of these factors to boost the satisfaction level
in the workforce (Schermerhorn et al. 2005). Padilla(1993) argued that the
performance can be improved and absenteeism can be decreased with the help of
socialization and interaction among employees. Hazril (2014)found that co-worker
support has a positive and significant impact on employee performance. Therefore, it
can be concluded that individuals who experience higher levels of emotional support
perceived themselves to a valued member of the organization.Hunjra et al. (2010)also
found that there is a positive and significant link between job satisfaction and human
recourse management practices like relationship with coworker. Based on it, this
study develops the following hypothesis:

H4: Relationship with co-workers has a positive relationship with job satisfaction and
employee’s performance.

Working condition

An attractive and supportive work condition can be described as an environment that

attracts individuals into the health professions, encourages them to remain in the
health workforce and enables them to perform effectively. The purpose of providing
attractive work environment is to create incentives for entering the health professions
(recruitment) and for remaining in the health workforce (retention). In addition,
supportive work environments provide conditions that enable health workers to
perform effectively, making best use of their knowledge, skills and competences and
the available resources in order to provide high-quality health services (Leshabari et
al., 2008).

Bakotic and Babic (2013) found that for the workers who work under difficult
working conditions are dissatisfied with their job. Raziq and Maulabakhsha (2015)
indicated a positive and significant relationship between working environment and
employee job satisfaction.Latham and Locke (2008) stated that work environment is a
significant factor of job satisfaction of the employees. There is a positive link between
working conditions and job performance (Chandrasekar,2011). Having the right
environmental factors both physical and psychological will lead to increase employee
performance (Buhter, 1997).
Employees’ performance can be increased from five to ten percent depending on the
improvement of the physical workplace design at their workplace [ CITATION Bri92 \l
1033 ].Masood (2014) found significant positive relationship between working
conditions and employees’ job performance. Based on it, this study develops the
following hypothesis:

H5:Working condition has a positive relationship with job satisfaction and employee’s
performance.

Motivation

Motivation can be defined as the influence that account for the initiation, direction,
intensity and persistence of behavior [ CITATION Ber08 \l 1033 ]. Kelly (1974) argued
that motivation helps to maintain and alter the direction, quality and intensity of
behavior of employees. According to Hoy and Miskel (1987), employee motivation is
the complex forces, drivers, needs, tension states, or other mechanism that starts and
maintains voluntary activity directed towards the achievement of personal
goals.Employee motivation affects productivity of employees. A poorly motivated
labor force will be costly to the organization in terms of lower productivity and
performance, excessive staff turnover, increased expenses, frequent absenteeism and a
negative effect on the morale of colleagues [ CITATION Job94 \l 1033 ].

Motivators include intrinsic factors such as possibility for promotion, demanding

work, recognition, achievement and responsibility [ CITATION Sta12 \l 1033 ] .Motivator
factors operate only to increase job satisfaction (Hansen et al. 2002).Motivation is a
feeling of enthusiasm or energies that directs and sustains behavior [ CITATION Per82 \l
1033 ]. Raza et al. (2015) found a positive significant relationship of intrinsic
motivation (such as job security, job responsibility and job enrichment) as they help in
engaging employees while focusing on continuous learning, organizational citizenship
behavior and process improvements which help in expanding abilities, learning new
skills, enhancing knowledge and ultimately feeling motivated and satisfied with the
work done (Raza et al. 2015)with employee work performance and job satisfaction.
Based on it, this study develops the following hypothesis:

H6: Motivation has a positive relationship with job satisfaction and employee’s
performance.
1.6 Organization of the study

This study has been organized into five chapters. The first chapter, introduction deals
with the subject matter of the study that includes objectives, significance, research
problem, research hypothesis and operational definition of the study. The second
chapter deals with review of literature which includes the analysis of available
literatures on relationship between working condition and job satisfaction that have
been reviewed during the study duration. The third chapter deals with research
methodology, it includes research design, nature and source of data, data gathering
method and analytical tools used. The fourth chapter is presentation and analysis of
data and the data collected through primary method. The data has been presented by
using various tools and instruments. Chapter five deals with the summary overview
on all works carried out in chapter one through four including major conclusions
derived from the study. This chapter also includes a separate section for
recommendation based on the major findings of the study.
 CHAPTER II

LITERATURE SURVEY AND THEORETICAL FRAMEWORK

This chapter provides conceptual framework of the study and deals with the review of
empirical studies associated with working condition, job satisfaction and performance
of employees in different field. First section consists of an in-depth review of related
studies in context of both developed and developing countries around the globe.
Second section discusses on research gaps. Finally, the third section presents a
conceptual framework of the study.

2.1 Review of literature

In terms of literature review “the literature” means the work researcher, consulted in
order to investigate and understand the research problem. Review is the process of
systematic, meticulous and critical summary of the published literature in researcher’s
field of study. A literature review is the concise overview of what has been studied,
argued and established about the topic. It also entails about the major findings as well
as reviewing the tools and techniques used by the previous studies. A literature review
is a critical analysis of a segment of a published body of knowledge through
summary, classification and comparison of prior research, review of literature and
theoretical articles. It is also a text of scholarly paper, which includes the current
knowledge including substantive findings as well as theoretical and methodological
contribution of a particular topic.

Review of literature is thus an essential part of all research studies. It is a way to

discover what problem has been uncovered by other researchers in this area of ours. A
critical review of literature helps to develop a thorough understanding and insights
into previous research work related to our society. It is also the way to avoid
investigating problem that has already been answered.

The review is made on the working condition like physical working condition,
workload, job security, salary, supervision and promotion which impacts on the
employees perceived level of job satisfaction in an organization, taken from different
literatures. The literature review has been organized as follows:
 a) Review of major studies

b) Review of recent studies

c) Review of Nepalese studies

2.1.1 Review of major studies

The review of major studies is summarized in Table 2.1. This section deals with the
review of major studies on working condition and its impact on job satisfaction of
employees in various organizations.

Table 2.1: Review of major literature

Study Major findings

Locke (1976) The result showedworking conditions and salary have positive
influence on job satisfaction of healthcare workers.
Scandura and The study revealed that flexible working hours were related to
Lankau higher organizational commitment and job satisfaction of
(1997) employees.
AbuAlRub The study concluded that enhanced level of social support and
(2004) decreased level of stress results in higher rates of nurse retention
and improved job performance.
Marchand et The result revealed that work organization conditions significantly
al.( 2005) affect psychological distress which in turn, affect employee
performance.
Morgeson The studyfound that social support, compensation, working
and conditions, training requirements, decision making autonomy were
Humphrey positively correlated with employee job satisfaction.
(2006)
Bateman The study concluded that co-worker support would have a positive
(2009) relationship with job satisfaction and negative relationships with
work stress and intention to quit.
Newsham et The result showed the positive relationship between working
al. (2009). condition and job satisfaction of the employee, mediated by
relationship with management and compensation.
Ahmed et al. The study concluded that there exists a significant positive
(2010) relationship between intrinsic motivational factors and employee
job satisfaction.
Hernaus & The empirical result revealed that nature of work design exhibit a
Mikulic(201 significant effect on work behavior and work outcomes.
0)
Saleem et al. The study revealed that there is a positive relationship between
(2010) motivation and job satisfaction.
Taiwo (2010) The study revealed that conducive work environment stimulates
creativity of workers and bad working conditions contribute to low
productivity of employees.
Locke (1976) explored the dispositional causes of job satisfaction and showed that
the physicians with the highest job satisfaction levels are in the private sector (67%),
whereas physicians in the departmental and the public sectors have much lower job
satisfaction levels (9% and 11%, respectively). In terms of salary, physicians who
work in public clinics have lower levels of satisfaction (11%) than physicians who
work in other types of clinics. Most of the physicians (70%) surveyed appear to be
content with the team atmosphere in their workplace. The regression analysis showed
that the most influencing factor that affect the satisfaction levels of healthcare workers
in public clinics is their working conditions, whereas the factor that most influences
the satisfaction levels of physicians in the private sector is their salary. Meanwhile,
the factors that most influence the satisfaction levels of physicians in departmental
organizations are both their working conditions and their salary.

Scandura and Lankau (1997) examined the relationships of gender, family

responsibility and flexible working hours to organizational commitment and job
satisfaction among 160 male and female managers in a cross organizational study.
The results revealed that women who perceived their organizations offered flexible
working hours reported higher levels of organizational commitment and job
satisfaction than women who did not. Also, flexible working hours were related to
higher organizational commitment and job satisfaction for those having family
responsibilities. The study also suggested that flexible working hours should be
initiated in organization to reduce absenteeism and turnover.

AbuAlRub (2004) investigated the effect of job related stress on job performance
among hospital nurses and effect of social support from coworkers on stress
performance relationship. A correlational descriptive survey was used to investigate
these relationships among a convenience sample of 263 American hospital nurses and
40 non-American nurses who were accessible via internet. Data were collected using
a Web-based structured questionnaire, which included the Nursing Stress Scale, the
Schwirian Six Dimension Scale of Nursing Performance, the McCain and Marklin
Social Integration Scale, and the demographic form. Descriptive statistics, Pearson
product-moment correlations, and hierarchical regression techniques were used to
analyze the data. The results revealed that perceived social support from coworkers
enhanced the level of reported job performance and decreased the level of reported
job stress. The analysis also indicated a curvilinear (U-shaped) relationship between
job stress and job performance i.e. nurses who reported moderate levels of job stress
believed that they performed their jobs less well than did those who reported low or
high levels of job stress. Moreover, the study concluded that working in an
environment with an enhanced level of social support and a decreased level of stress
results in higher rates of nurse retention and improved job performance.

Marchand et al. (2005) analyzed thecontribution of occupation and organizational

work conditions on psychological distress based on a representative sample of 9501
workers in 419 occupations in Quebec, Canada. Longitudinal data were derived from
Statistics Canada's National Population Health Survey.The study revealed that
workplace condition, physical and psychological demands, irregular schedules and
workplace harassment emerged as important determinants of psychological distress in
employees leading to lower performance. Family situation, support available from
social networks outside work, and personal characteristics of individuals were also
associated with psychological distress, but these factors do not moderate the effects of
work organization conditions. The findings suggested that work organization
conditions significantly affect psychological distress which in turn, affect employee
performance. The study also stated job insecurity and social support are important
determinants of better performance in workplace, but greater decision authority
increases the risk of psychological distress.

Morgeson and Humphrey (2006) investigated the nature of work and job design to
develop work design questionnaire. The resultant Work Design Questionnaire (WDQ)
was validated with 540 incumbents holding 243 distinct jobs and demonstrated
excellent reliability and convergent and discriminant validity. In addition, the study
found that, although both task and knowledge work characteristics predicted
satisfaction, only knowledge characteristics were related to training and compensation
requirements. Finally, the results showed that social support, compensation, working
conditions, training requirements, decision making autonomy were positively
correlated with employee job satisfaction.This study provided new insight into how to
avoid the trade-offs commonly observed in work design research. Taken together, the
WDQ appears to hold promise as a general measure of work characteristics that can
be used by scholars and practitioners to conduct the study on the nature of work or to
design and redesign jobs in organizations.

Bateman (2009) concluded a positive relationship of co-worker support with job

satisfaction and negative relationships with work stress and intention to quit. Co-
worker support was also hypothesized to act as a moderator variable in the
relationship between job satisfaction and intention to quit and the relationship
between work stress and intention to quit. The participants used for this study were
employees of two New Zealand Women’s Fashion companies. The employees were
either full or part time sales assistants, managers or head office staff. Surveys were
distributed to one hundred and ninety employees, which with ninety-eight being
returned. Participants completed a questionnaire which included measures of co-
worker support, job satisfaction, work stress and intention to quit. The results revealed
that employee’s co-worker support was found to have a significant relationship with
job satisfaction and intention to quit, however no direct relationship was found
between co-worker support and intention to quit. On this occasion, no moderating
effects were found. The findings emphasize the need for organizations to be aware of
the importance of co-worker support and recommended using combination of both
perceived and received support in organization.

Newsham et al. (2009)assessed the link between indoor environment conditions and
job satisfaction in Michigan, United States. Questionnaire data were collected from 95
workstations at an openplan office building in Michigan. These data were used to test,
via mediated regression, a model linking the physical environment, through
environmental satisfaction, to job satisfaction and other related measures. The study
showed that overall workplace environmental satisfaction is a positive contributor to
job satisfaction mediated by satisfaction with management and with
compensation.The findings demonstrated that better indoor environments play a role
in elevating job satisfaction and other aspects of organizational productivity in office
buildings. The study also showed that the physical variables used in the lighting
satisfaction analysis were not correlated with job stress. The study concludedthe
important role of window access at the desk in satisfaction with lighting, particularly
through its effect on satisfaction with outside view.
Ahmed et al. (2010) identified the effect of motivational factors on employee job
satisfaction in University of Punjab, Pakistan. The study is based on exploratory
research design and data were collected through survey. Five-point Likert scale was
used ranging from 1 strongly disagree to 5 strongly agree. Total 400 employees were
selected from University of Punjab for study using stratified random sampling
technique. Out of those 312 responded back forming 78% (n=400) response rate. The
study concluded that there exists a significant positive relationship between intrinsic
motivational factors (including recognition; work itself, opportunity for advancement,
professional growth, responsibility, good feeling about organization) and employee
job satisfaction. Moreover, higher job satisfaction was observed in employees of
treasury department then employees of examination and student registration
departments. Significant difference was noted regarding job satisfaction between male
and female employees with female employees having more job satisfaction than male
employees. There was no significant different of job satisfaction between permanent
and temporary employees. Significant difference was also found regarding employee
academic qualification and job satisfaction, higher job satisfaction was noted in
employees having higher education of master and above. Finally, significant
difference was recorded regarding job experience ranging from 5-10 years; remaining
categories of experience were having low job satisfaction.

Hernaus and Mikulic (2010) investigated the interplay among a wide range of nature
of work and knowledge employee performance outcomes. Specifically, the study
examined the nature of relationships between various task, knowledge and social
characteristics of work design and both task and contextual performance. Using an
adapted work design questionnaire and applying PLS-SEM modelling technique, the
study analyzed cross-sectional and cross-occupational sample of 512 Croatian
knowledge workers from 48 organizations. The findings confirmed the existence and
importance of interaction between nature of work and work outcomes. However, the
results suggested that only knowledge nature of work design exhibit a significant
effect on both distinct dimensions of work behavior, while task and social
characteristics showed different effects on task and contextual performance,
respectively.
Saleem et al.(2010) explored the impact of work motivation on job satisfaction in
mobile telecommunication service organizations of Pakistan. In addition, the study
aimed at exploring to what extent the employees were satisfied with different
dimensions of their job. A survey-based descriptive research design was used. The
study was carried on employees working in two service provider organizations of
Pakistan. About 60 survey questionnaires were distributed in October, 2009 by using
in person and email modes of communication. Stepwise regression analysis,
correlation and p-value were used to confirming the research hypotheses. The study
revealed that there is a positive relationship between motivation and job satisfaction.
the results showed that overall employees were satisfied with their jobs and more than
average employees were motivated to work for the organizations. The study also
suggested that company should give promotions to deserving employees to increase
the job satisfaction level.

Taiwo (2010) investigated the influence of work environment on workers productivity

in case of selected oil and gas industry of Lagos, Nigeria. The study used primary data
generated through structured qustionnaires with close ended questions. T-test was
used to test hypotheses. The respondents were randomly chosen from four selected oil
and gas industry in Lagos metropolis. The results of T-test indicate that employee
productivity problems are within the work environment. The study also found that
conducive work environment stimulates creativity of workers and bad working
conditions contribute to low productivity of employees. The findings also revealed
that factors in both external and internal work environment as well as existing
employment policies are unfavourable to the enhancement of labour productivity. It is
therefore imperative for governmrnt at the federal and state levels to explore ways of
improving and updating infrastructural faciliuties in order to make work environment
more conducive for enhancement of labour productivity.

2.1.2 Recent literature review

The review of recent studies is summarized in Table 2.2. This section deals with the
review of recent studies on working condition and its impact on job satisfaction of
employees in various organizations.
 Table 2.2: Review of recent studies

Study Major findings

Lu (2011) The study showed that working hours were negatively related to
employee job satisfaction and positively to work life conflict.
Khanet al. The study concluded that factors such as pay, promotion, job
(2012) safety and security, working conditions, job autonomy,
relationship with co-workers, relationship with supervisor and
nature of work affect the job satisfaction and performance.
Khan et al. The study revealed that employee motivation is directly related to
(2013) job satisfaction of employees.
Javed et al. The study found that motivation, workplace environment,
[ CITATION employee empowerment positively affects job satisfaction and
Mas141 \l 1033 employee productivity.
]
Amin The resultsindicated that the positive improvement in the
[ CITATION performance of teachers are influenced by job satisfaction,
Moh15 \l working conditions and motivation of teachers to teach.
1033 ]
Raziq & The results revealed a positive relationship between working
Maulabakhsh environment and employee job satisfaction.
a (2015)
Ojeleye & The finding showed that there is negative relationship between job
Okoro (2016) stress and employees productivity.
Riaz et al. The results found a negative relationship between job stress and
(2016) employee job satisfaction among nurses.
Susanne The results indicated that individual time-sovereignty is positively
(2016) linked with a high level of working time satisfaction.
Nakata (2017) The study showed that long working hours leads to depressive
symptoms and reduced job satisfaction among employees.

Lu (2011) explored the effects of work hours and role of personal prefernce on job
satisfaction, work family conflict and overall life satisafaction among Taiwan
employees. Data from a nationwide survey in Taiwan were used. A total of 1,122 full-
time employees were surveyed using structured questionnaires. It was found that
working hours were negatively related to job satisfaction and overall life satisfaction,
and positively related to work family conflict, after effects of demographical and job-
related factors were partialled out. More importantly, it was found that the “fit”
between preferred and actual hours of work had an effect upon the above strain
variables. Specifically, the study showed that people who had a fit between preferred
and actual hours of work reported lower levels of WFC and higher overall life
satisfaction, compared to those who had a misfit in working hours.
Khanet al.(2012) examined the factors that influence level of job satisfaction among
the workforce of autonomous medical institutions of Pakistan and its effects on
performance. The sample of the study comprised of 200 doctors, nurses,
administrative and accounts staff working in autonomous medical institutions in
Punjab. 250 questionnaires were distributed out of which 200 were received back and
used for analysis. SPSS is used for data analysis statistically. The study concluded
that facets such as: pay, promotion, job safety and security, working conditions, job
autonomy, relationship with co-workers, and relationship with supervisor and nature
of work affect the job satisfaction and performance. The study also recommended that
the government should focus on all factors of job satisfaction not only any one of
these factors to enhance the employee performance.

Khan et al. (2013) investigated the impact of employee motivation on job satisfaction
with respect to Corporate Social Responsibility (CSR) and rewards. Employees of
banks and few organizations of Bahawalpur were taken as sample of the study. An
already developed questionnaire was used for data collection and 184 questionnaires
were distributed. The data was analyzed using regression analysis. All findings were
checked at 0.05 level of significance. The result concluded that there is a significant
impact of external CSR on employee motivation while internal CSR has an
insignificant impact on employee motivation. Similarly, there is a direct relation of
extrinsic rewards and the employee’s motivation. Interestingly, extrinsic rewards
found an insignificant impact on employee motivation. However, the study revealed
that employee motivation is directly related to job satisfaction. This indicated that not
the extrinsic rewards always at all levels which motivate employees.

Javed et al. (2014) exploreddeterminants of job satisfaction and its impact on

employee performance and turnover intentions. A self-administered questionnaire was
used for data collection from several organizations. Convenient sampling technique
was used and 200 questionnaires were circulated out of which 150 were nominated
for further analysis. SPSS is used for data analysis statistically. The results showed
significant positive association of employee empowerment, workplace environment,
job loyalty and job performance with job satisfaction. Furthermore, the findings
showed a significant negative relationship between job satisfaction and turnover
intention. The findings also demonstrated that there is no significant relation of
turnover intention with employee empowerment and job performance. It also
concluded that level of job satisfaction and motivation affect the employees’
productivity.

Amin (2015) examined the relationship between job satisfaction, working conditions,
motivation of teachers to teach and job performance of teachers in madrasah. The
sample was 100 teachers using random sampling technique to the entire population.
Data collection was done by using the research instrument in the form of a
questionnaire with Likert scale. The research method was a quantitative method with
a descriptive approach, analysis of research data using descriptive statistics and
inferential statistics. The results showed that the level of job performance of teachers,
motivation of teachers to teach and job satisfaction and working conditions at school
area in the good category. There is a positive relationship between job satisfaction and
job performance of teachers. The findings also revealed a positive relationship
between teachers’ working conditions with job performance of teachers. The study
also showed a positive relationship between motivations of teachers to teach with job
performance of teachers. Likewise, the results showed positive relationship of job
satisfaction and working conditions with motivation of teachers. Based on these
results, it can be concluded that the positive improvement in the performance of
teachers at school are influenced by job satisfaction, working conditions and
motivation of teachers to teach.

Raziq & Maulabakhsha (2015) analyzed the impact of working environment on

employee job satisfaction. The study employed a questionnaire methodology. Data
were collected through a self-administered survey questionnaire. The questionnaire is
adapted from previous validated survey. The study used simple random sampling for
the collection of data from 210 employees. The target population consists of
educational institutes, banking sector and telecommunication industry operating in the
city of Quetta, Pakistan. This study indicated a positive relationship between working
environment and employee job satisfaction. The study also concluded that the
business needs to realize the importance of good working environment for maiming
the level of job satisfaction.

Ojeleye & Okoro(2016) examined the job stress and its effect on employees'
productivity. Five components of job stress namely poor working condition,
bullying/harassment, increased workload, hostile working environment and
downsizing were analyzed. The study used descriptive data analysis, correlation and
regression analysis using SPSS version 22. 120 questionnaires were distributed to the
staff of MTN, Globacom, Airtel and Etisalat at of which 110 were successfully filled
and returned. The results showed that there is negative relationship between job stress
and employees productivity. This indicated that poor working conditions, increased
bullying, workload, hostile working environment and downsizing of organization
demotivate employees and leads to lower employee productivity.

Riaz et al. (2016) assessed the impact of job stress on employee job satisfaction in
nursing sector of DHQ hospital of Okara. The study used job stress as independent
variable and employee job satisfaction as dependent variable. The study used
quantitative research design and data was collected through survey. Questionnaire is
used for data collection. Sample size consists of 100 nurses of DHQ Hospital of
Okara. The data was analyzed through SPSS. The result of the study showed that job
stress negatively impact employee job satisfaction. If employees feel great stress on
their job then employees are less satisfied with their job which ultimately lead to poor
performance of the organization. The study also stressed that it is important for an
organization to understand the needs of their employees and give them the
environment that satisfied them and fulfill their needs. It emphasized on providing
friendly and supportive environment to nurses to improve their performance and
satisfaction level.

Susanne (2016) identified the level of working time satisfaction of employees and the
factors that facilitate or impede satisfaction with working time using cross-sectional
data from the German BIBB/BAuA-Employment Survey. The study used logistic
regression model to analyze the data. The results indicated that individual time-
sovereignty is positively linked with a high level of working time satisfaction.
Worker-friendly working time arrangements, which lead to less stress, insecurity and
mental pressure, increase satisfaction levels, whereas typical working time
arrangements, such as unpaid overtime and working shifts, weekends and under high
intensity, reduce satisfaction levels.

Nakata (2017) analyzed the relationship between long working hours, job satisfaction
and depressive symptoms among Japanese employees in small and medium scale
businesses.  A total of 2,375 full-time non-shift day workers (73% men), aged 18–79
(mean 45) years, in 296 small- and medium-scale businesses were surveyed using a
self-administered questionnaire evaluating working hours, job satisfaction, depressive
symptoms and covariates. The results suggested that long working hours are
associated with increased risk of depressive symptoms that led to reduced job
satisfaction condition, which highlights the importance of improving job satisfaction,
particularly among those working excessive hours. However, when the combined
associations of working hours and job satisfaction were tested, job satisfaction turned
out to be the main factor related to depressive symptoms. Furthermore, a combination
of long working hours with reduced job satisfaction exerted a reciprocal association
on depressive symptoms, but a combination of long working hours with high
satisfaction did not show such an effect.

2.1.3 Major findings of Nepalese literature

The review of Nepalese studies is summarized in Table 2.3. This section deals with
the review of Nepalese studies on working condition and its impact on job satisfaction
of employees in various organizations.

Table 2.3: Review of Nepalese studies

Study Major findings

Katuwal and The results indicated that the textile workers in Nepal have a high
Randhawa dissatisfaction with the behavioral aspects of management and
(2007) employment policy of the organization.

Chapagain The finding showed that there is positive relationship between

(2011) employee participation and job satisfaction in Nepalese banks.

Chaulagain The result indicated that improving working conditions and

and Khadka compensation leads to better job satisfaction and job performance.
(2012)
Maharjan The result indicated there is a positive and significant impact of
(2012 motivation on employee performance.

Shrestha et al. The finding showed that male employees, employees below the age
(2013) of 30, under graduate employees and assistant level employeesare
dissatisfied with their present jobposition in the banks.

Joshi et al. Presence of inferior physical environment, working conditions and

(2014) practices has contributed to musculoskeletal injuries and problems
exposing dissatisfaction in employees.
Paudel (2016) Result showed the positive and the significance impact of employee
motivation factors (employee participation, performance appraisal
system, compensation, rewards, training, and working environment)
on organizational performance.

Katuwal & Randhawa (2007) examined that job satisfaction of workers in the public
and private sector of textile factories in Nepal. Data were collected from a sample of
372 workers (238 from public sector and 134 from private sector textile factories
respectively). The results of the study revealed that the public and private sector
textile workers are, by and large, similar in their perceptions towards the facets of the
job. Along with this, the results revealed that the textile workers in Nepal have a high
dissatisfaction with the facets of the job that involve the monetary expenditure of the
organization, the behavioral aspects of management and the employment policy of the
organization.

Chapagain (2011) found positive relationship between employee participation and job
satisfaction in Nepalese banks.The findings revealed that employee participation is an
important determinant of job satisfaction. Increased employee participation makes a
positive effect on job satisfaction of Nepalese banking employees. Job satisfaction is
the people general attitude towards job. Different intrinsic and extrinsic job elements
can influence the level of job satisfaction. Pay, benefits, work environment, relation
with managers and peers, participation, communication and fair treatment in
organization are the common factors which influence the job satisfaction of
employees. The study concluded that employee participation enhance the employee
job satisfaction in workplace.

Chaulagain & Khadka (2012) examined job satisfaction amog health care employees
in Kathmandu, the results showed 76% of healthcare professionals were satisfied with
their current jobs in overall job satisfaction at Tilganga Eye Centre. no association
was found in between socio-demographic characteristics and job satisfaction.
Variables such as responsibility, opportunity to develop, staff relations and patient
care were significantly influencing factors for job satisfaction. In health service
sector, healthcare professionals are satisfied not only with financial benefits but also
with satisfaction that they draw from taking care of patients relations. Dissatisfied
healthcare professionals render poor quality and less efficient as there was no
noticeable evidence of a positive correlation between job satisfaction and patient
satisfaction. It provides the evidence of moderate level of job satisfaction among the
healthcare professionals with factors such as opportunity to develop, responsibility,
patient care and staff relations influence the level of job satisfaction at Tilganga Eye
Centre. Job satisfaction has a strong correlation with job performance, it is necessary
to strengthen relevant human resources polices, improving working conditions and
compensation.

Maharjan (2012) examined the association between work motivation and satisfaction
of teachers using convenient sampling techniques with 112 respondents. The
empirical result revealed positive association between work motivation and job
satisfaction of teachers. The result also suggested that the administration must
increase the scale of motivation according to the market price of other commodities to
motivate teachers. Overall, the result revealed that teachers are motivated with their
work and also, they are satisfied with their job.

Shrestha et al.(2013) examined the impact of job satisfaction in private commercial

banks. The study indicate that level of satisfaction with respect to relationship with
superiors and physicalwork environment is good across all categories of respondents.
However, study shows that male employees, employees below the age of 30, under
graduate employees and assistant level employeesare dissatsfied with their present
jobposition in the banks, and the pay packageoffered by the banks.

Joshi et al. (2014) undertook a study on the work-related injuries. Brick

manufacturing is a labor intensive informal industry using workers as the major work
force in Nepal. Workers are required to use physical strength, carry heavy loads and
remain in a squatted posture for longer periods doing repetitive tasks posing threats to
musculoskeletal system. The study covered respondents of 110 cases and 64 controls
in Bhaktapur and 97 cases and 43 controls in Sarlahi. Lack of adequate physical
infrastructure, poor working conditions with non-existent safety procedure have posed
risk to physical, mental and overall wellbeing of workers. The study identifies work
related physical ailments and discomforts dominate brick industries of Nepal. This
study found the presence of inferior physical environment, working conditions and
practices has contributed to musculoskeletal injuries and problems exposing working
workers to risks and hazards.
Paudel (2016) assessed the impact of employee motivation on organizational
performance of Nepalese commercial banks. The study is based on the primary and
secondary sources of data to assess the opinion of respondents with respect to
employee motivation on organizational performance in Nepalese commercial banks.
A total of 193 questionnaires from 14 commercial banks in Nepal were collected. The
Kendall’s tau correlation and regression models are estimated to test the significance
and impact of employee motivation on organizational performance of Nepalese
commercial banks. The results showed that there is a positive impact of employee
motivation factors (employee participation, performance appraisal system,
compensation, rewards, training, and working environment) on organizational
performance.

2.1 Conceptual framework

The conceptual framework is the basis or foundation upon which the study is
established. It is within the framework of this theory that entire study proceeds. The
preliminary survey of literature and information provides a solid foundation for
developing a theoretical framework. Since the general purpose of the study is to
develop theories about the problems and questions, it is important that the conceptual
framework be carefully developed and presented.

In other words, conceptual framework is a basic conceptual structure organized

around a theory. It defines the kind of variables that are ongoing to be used in the
analysis. Conceptual framework is a type of intermediate theory that attempt to
connect to all aspects of inquiry within problem definition, purpose, literature review,
methodology, data collection and analysis. Conceptual framework can act like map
that give coherence to empirical inquiry as the conceptual framework are potentially
so close to empirical inquiry, take different form depending upon the research
question or problem. This study has taken employee performance and employee job
satisfaction as dependent variables whereas nature of work, working hours, stress,
relationship with co-workers, working condition, and motivation as independent
variables in order to measure the impact of working condition on job satisfaction and
employees’ performance in Nepalese commercial banks.
Figure 2.1 presents the schematic diagram showing relationship between selected
organizational factors and employee performance.

Figure 2.1: Conceptual framework

(This figure shows the conceptual framework of the study. Job satisfaction and
employee’s performance are the dependent variables whereas nature of work,
working hours, stress, relationship with co-worker, working condition and motivation
are independent variables.)

Independent variables
Nature of work
Working hours
Stress Dependent variables
Relationship with co-workers
Working condition Job satisfaction
Motivation Employee’s performance

Employee performance measured in terms of employee job performance and

employee job satisfaction is a function of six factors namely nature of work, working
hours, stress, relationship with co-worker, working condition and motivation. The
study examines how these five factors affect employee performance in Nepalese
commercial banks.

2.3 Concluding remarks

This chapter reviewed various theories and empirical studies that enhance the
instrumental understanding on different perspective on the impact of working
conditions on employee job satisfaction and employee performance. The study also
attempts to explore the level of employee job satisfaction in Nepalese commercial
banks.
Bakoticet al. (2013) found that the satisfaction with the working condition is higher in
case of workers who work in administration then in the case of worker who works in
difficult situation. And finally, it is discovered that in case of worker who works
under difficult working condition, the working condition is the important factor for
their overall job satisfaction.

Taylor & West ( 1992) figured out that job satisfaction is affected by the payment
levels. The study reported that most public employees feel less satisfied with their
jobs if they compare their salaries to those who work for the private sector. Robbins
et al.(2003)opined that job satisfaction is expected to be achieved if the payment
seems to be equitable, equal with job demands, utilize individual skill level and
community payment standards.

Saleem & Mahmood (2010)indicated that only job stress, communication and
personality have a significant impact on job satisfaction. Similarly, Islam et al. (2012)
showed that social status, supportive colleagues and feeling secure about the job were
the top three best reasons for working in the banks. Likewise,Chapagain(2011)
revealed that employee participation is an important determinant of job satisfaction.

The above studies showed that working conditions is the major indicator for
predicting employees’ performance and job satisfaction level.The study related to
impact of working conditions on employee job satisfaction and employee
performance has been conducted in developed and developing countries. But there is
no any uniformity is the findings of the previous studies. Moreover, the empirical
results found in the other country cannot be generalized in the context of Nepal. This
study is all about level of employees’ job satisfaction. In the context of Nepal some
effort has been made to examine some of the issues associated with the relationship
between working condition and employees’ job satisfaction. Thus, considering the
research gaps particularly in Nepalese context, this study proposes a framework to
determine the impact of working conditions on employee job satisfaction and
employee performance in Nepalese commercial banks.

Hence, this study is intended to stimulate more literatures in this direction. This study
is just a start and intends to fill the gap of identifying the impact of working
conditions on employee job satisfaction and employee performance. Moreover, this
study is intended to stimulate more literatures in this direction of employee turnover.
Likewise, this study of Nepalese banks working condition may be helpful in
improving job satisfaction and determining management plan to help in increasing the
chance for the banks to survive in competitive market. Furthermore, this study is an
important guidance toward enhancing the economy since bank do contribute to
economic growth and stability.

CHAPTER III

RESEARCH METHODOLOGY

Methodology is the systematic, theoretical analysis of the methods applied to a field

of study. Itcomprises the theoretical analysis of the body of methods and principles
associated with a branch knowledge. Typically, it encompasses concepts such as
paradigm, theoretical model, phases and quantitative or qualitative techniques.
Research methodology sets out overall plan associated with a study. It provides a
basic framework on which the study is based. Before presenting the analysis and
interpretation of data, it is necessary that research methodology be described first.
This chapter presents all the necessary steps to be followed throughout this research
work in order to achieve and accomplish the objectives of the study. Research
methodology discussed in this chapter helps to guide the research study providing
different issues and aspects. This chapter explains the methodology that is employed
in this study which includes nature and sources of data, sample selection and
classification of variables, validity and reliability test, techniques and steps adopted in
interpreting and analysing the data. Specially, the chapter provides the overall plan for
the collection, analysis and presentation of data required to fulfill the objectives of the
study.

3.1 Research plan and design

This study is based upon descriptive research design and causal comparative research
design to deal with the relation of working condition with the employee job
satisfaction and performance in Nepalese commercial banks. This study adopts
descriptive research design for fact finding and identifies adequate information about
the relationship between working condition, employee performance and employee job
satisfaction. This study is also based on causal comparative design that helps to
investigate the possible causes and effect relationship between various dependent and
the independent variables. The causal comparative has been used in order to
determine the effect of nature of work, working hours, stress, relationship with co-
worker, working condition, and motivation with job satisfaction and employee
performance.

3.2 Description of the sample

This study was designed to measure the impact of different factors on employee job
performance and employee job satisfaction in Nepalese commercial banks. The study
used convenience sampling to track the respondents for the study. The sampling
technique generally assumes a homogeneous population that means the member of
population poses similar characteristics. The target population for this study is the
entire employee working in Nepalese commercial banks.

This study includes 20 commercial banks within Dhangadhi valley. Only commercial
banks are selected as a sample for the study. The level of employees taken as
respondents in the study falls under assistant level, officer level, manager level and
senior manager level. For the analysis of factors affecting employee job satisfaction in
Nepalese commercial banks, questionnaires were distributed to the respondents and
149 were collected. For data collection, one of the non-probabilistic techniques i.e.
convenience has been used.

Table 3.1 shows the list of commercial banks in Nepal that was taken as the sample of
the study.

Table 3.1: Number of commercial banks selected for the study along with
number of observations

S.N. Name of commercial banks Number of observations

1 Nepal Bank limited (NBL) 8
2 Nabil Bank Limited(NABIL) 7
3 Nepal Investment Bank Limited(NIBL) 8
4 Nepal SBI Bank Limited(SBI) 10
5 Himalayan Bank Limited(HBL) 7
6 Mega Bank Nepal Limited (MBL) 5
7 Sunrise Bank Limited (SBL) 8
8 Janata Bank Nepal Limited(JBNL) 5
9 Global IME Bank Limited(GIBL) 9
10 NIC Asia Limited(NICL) 8
11 Prabhu Bank Limited(PBL) 7
12 MachhapuchchhreBank Limited(MBL) 10
13 Laxmi Bank Limited (LBL) 6
14 Siddhartha Bank Limited(SBL) 5
15 Prime Commercial Bank Limited (PCBL) 8
16 Citizens Bank International Limited 7
17 Everest Bank Limited(EBL) 10
(CBIL) Limited(CIBL)
18 Standard Chartered Bank (SCB) 7
19 Sanima Bank Limited(SBL) 5
20 Nepal Bangladesh Bank Limited(NBBL) 9
Total observations 149
Thus, the study is based on the 149 observations.

3.3 Instrumentation and tools

The study is based in primary sources of data. The primary sources of data are used
for the quantitative research. The primary data are used to extract the information
from the employees regarding the perception of employees on the relationship
between working condition and employee job satisfaction in Nepalese commercial
banks.

The first part of questionnaire deals with the demographical information such as age,
gender, education, corporate position etc. This part of questionnaire was used for the
descriptive analysis of the respondents. Similarly, second part of questionnaire was
designed to analyze the relationship between working condition and job satisfaction
of employee. There were five statements characterize each factor that effects job
satisfaction. Each statement was measured in Likert scale. 5-pointLikert scale was
used for the survey of which 1= strongly disagree statement, 2=disagree statement, 3=
neutral statement, 4= agree statement, 5= strongly agree statement. The level of
agreements or disagreement of each statement was used to measure the perception of
the respondents about the statements.

The study used various tools such as statistical package for the social sciences SPSS
and Microsoft Excel for analyzing the data. These tools help to use few statistical
techniques such as Cronbach’s alpha, mean, standard deviation and Pearson’s
correlation. Cronbach’s alpha was used to analyze the reliability and validity of the
data. Different statistical tools such as mean, correlation and regression were used for
the analysis.

For the data analysis, SPSS tool is used to tabulate and analyze the valid responses. In
the beginning, comprehensive data file is created. Then, variable and their labels are
defined as well as its values are inserted. Data are entered using user-friendly menu of
SPSS 16.0 operated commands. Different statistical tools such as frequencies,
percentage, and mean, median, standard deviation and correlation and regression are
used in this study to measure effect of different factors on employee performance and
job satisfaction in Nepalese commercial banks. Microsoft excel sheet is also used for
the calculation of the average scores and used for the data collection procedure and
tables as required.

3.4 Data collection procedure and time frame

The research methodology adopted was basically based on primary data which the
recent and accurate piece of first-hand information could be collected. The study of
descriptive research and involved the use of survey method. Primary data was
collected through questionnaire survey and was administered to obtain quantitative
data. Electronic survey methods were used as the mode of administration. In
electronic method, links were sent to respondents using the internet as a medium to
conduct survey.

3.5 Questionnaire development

A structured questionnaire was prepared and distributed to the respondents. The

respondents filled out the questionnaire following the instructions given in the
questions. Then the responses were collected from the respondents. The questionnaire
was distributed on convenience basis according to the demographic factors. The
source of data was primary in nature and after collecting the data, it was calculated by
using mathematical tools and the results were presented in graphs, chart, and table for
the clear understanding of the reader. The conclusion was drawn from the finding and
the analysis of the study. Similarly, secondary data was collected from journals, books
and research papers, websites with a view to supplement the primary data. The sample
questionnaire form is attached at the end of the report as Appendix.

The questionnaire contains close-ended questions so that it takes less time when
filling in the answer. Most of the close-ended questions were measured using 5 rating
Likert scales to create and easy to answer an unbiased questionnaire. Each statement
was measured in Likert scale. 5-point Likert scale was used for the survey of which
1= strongly disagree statement, 2=disagree statement, 3= neutral statement, 4= agree
statement, 5= strongly agree statement. The level of agreements or disagreement of
each statement was used to measure the perception of the respondents about the
statements.

3.6 Time frame

This study was prepared within the time period of 3 months. Table 3.2 shows the
activity performed and time taken to finish this Graduate Research Project (GRP).

Table 3.2: Time allocation for completion of the GRP

Activities performed Time allocated

 Topic finalization 1 week
Study on research methodology 3 week
Study on literature reviews 2 week
Data collection 4 week
Data entry and interpretation 4week
Preparation of the report 3 week

3.7 The model specification

Following econometrics model equation is employed to test different hypothesis that

there is positive relationship between working condition and job satisfaction of
employees in Nepalese commercial banks. The dependent variables are employee job
satisfaction and employees’ performance and independent variables are nature of
work, working hours, stress, relationship with co-worker, working condition, and
motivation.

Model 1:

Model: Job satisfaction is dependent variable and nature of work, working hours,
stress, relationship with co-worker, working condition, and motivation are
independent variable.

JS= α + β1NW+ β2 WH+ β3S+ β4 REC+ β5 WC + β6 MO+ e

Model 2:

Model: Employee performance is dependent variable and nature of work, working

hours, stress, relationship with co-worker, working condition, and motivation are
independent variable

EP= α + β1NW+ β2 WH+ β3S+ β4 REC+ β5 WC + β6 MO+ e

Where,

α = Slope

β1, β2, β3, β4, β5, β6 = Coefficient of variables

JS= Job satisfaction

EP= Employee performance

NW= Nature of work

WH= Working hours

S= Stress

RCO=Relationship with co-worker

WC= Working condition

MO= Motivation

3.8Reliability and validity

Reliability, on the other hand refers to the credibility of the test and it mainly tests
measurements results and measurement tools. The extent to which results are
consistent overtime and an accurate representation of the total population under study
is referred to as reliability and if the results of a study can be reproduced under a
smaller methodology, then the research instrument is considered to be reliable.

Validity refers to the truthfulness of findings. It determines whether the study truly
measures what it was intended to measure or how truthful the study results are. It
refers to the accuracy of a measure and a measurement is valid when it measures and
performs the functions that it supports. It is the degree to which a measure accurately
represents what is it supposed to measure.

In this study, Cronbach’s alpha is used to test reliability of the primary data. It allows
us to measure the reliability of the different categories. It is a function of the number
of test items and the average inter correlation among the items. Cronbach’s alpha
consists of estimates of how much variation in scores of different variables is
attributable to chance or random errors. As a general rule, a coefficient greater than or
equal to 0.7 is considered acceptable and is a good indication of construct reliability.
The value of Cronbach's alpha of collected primary information is presented in Table
3.3.

Table 3.3: Coefficient of Cronbach’s alpha

Cronbach’s alpha No. of items

 0.935 58

Source: Responses on Survey Likert Questionnaire

3.9 Analysis plan

This section gives a presentation on how the empirical data was used for research
purpose to study relationship between working condition and job satisfaction of
employees in Nepalese commercial banks. Under this study, different types of
questionnaires are used such as multiple-choice questions, ranking questions and
Likert scale questions. The questionnaire also includes personal information about
respondents such as gender, age tenure in the company and position.

Total responses collected from the respondent were coded and tabulated into SPSS
worksheet. Then, Cronbach’s alpha coefficient for scaled items tests the reliability.
MS-Excel is used for quantitative data entry and analyses. Simple descriptive
statistics such as simple frequency count, percentage, median and standard deviation,
etc. are used particularly to analyze the impact of working condition on employee job
satisfaction in Nepalese commercial banks.

3.10 Limitations

In the context of Nepal data collection is the major problem in conducting this kind of
study. The major limitations of the study are as follow:

1. The study was limited only in Dhangadhi city. Thus, the study was limited to
specific organization to evaluate the job satisfaction and working condition of
Nepalese commercial banks.
2. This study was primarily based on primary data. Therefore, the reliability of
conclusion of the study totally depend upon the accuracy of the information
provided by the respondent.
3. The study excluded the non-linearity assumptions as the study was based on
the assumption of linear relationship between dependent and independent
variables.
4. Besides, this study only focused on commercial banking industry. The
selection of companies from diverse industries might have influenced the
 analysis and the conclusion. The study excludes other financial institution like
development bank, finance companies and micro finance.
5. There are all together 28 commercial banks operating in the country, but the
study does not cover all the commercial banks. Only20 commercial banks are
considered for the study purpose. Therefore, inclusion of all 28 commercial
banks in this study would have provided more valid results.

CHAPTER IV

RESULTS AND DISCUSSION

This chapter provides systematic presentation and analysis of primary data. Different
statistical and regression models described in previous chapter have been used for the
study purpose. This chapter is divided into three sections. The first section deals with
the presentation and analysis of the primary data and presents the results of
questionnaire survey. The second section covers the analysis of regression model
including correlation analysis. The third section of this chapter deals with concluding
remarks on the basis of findings from primary data analysis.

4.1 Presentation and analysis of data

This study is primarily based on primary data, which mainly deals with qualitative
aspect in term of working condition and job satisfaction of employees in Nepalese
commercial banks. This section also presents the results of questionnaire survey
conducted among different group of employees within Dhanghadi city. Questionnaire
survey was designed to understand the view of respondents in relation to impact of
working condition on the job satisfaction and employee’s performance in Nepalese
commercial banks. A set of questionnaires including, multiple choices and Likert
scale type of questions were provided. Altogether 149 respondents are surveyed and
analyzed in accordance with the objective of the study. The respondents profile along
with their personal characteristics and result of the survey are presented in the
following sections. The percentage, frequency, mean value, weighted average mean
value has been calculated to do the proper analysis of the data.

4.1.1 Respondents’ profile

The respondent’s profile reveals the personal characteristic of respondents combined

on the basis of different personal characteristics such as gender, age group, academic
qualification, designation and work experience. Demographic characteristic plays a
significant role in understanding behavior of the consumers. This section therefore
describes the demographic characteristics of the respondents of Nepalese commercial
banks.

This section deals with gender, age, academic qualification, and position of the
respondents which are shown in Table 4.1.

Table 4.1: Demographic characteristics of the respondents

(This table shows the number of respondents with the classification on gender, age,
academic qualification and occupation from different commercial banks used in
questionnaire survey of the study. ‘Number’ represents the number of respondents of
each category and ‘percentage’ refers to the respondent’s number in particular
category out of total.)

Respondent's profile Frequency Percentage

Gender
Male 86 57.7
Female 63 42.3
Total 149 100
Age (Years)
Below 25 years 15 10.1
26-30years 73 49
31-35 years 54 36.2
36-40 years 5 3.4
41-45 years 2 1.3
Total 149 100
Academic qualification
Below Intermediate 3 2
Bachelor 73 49
Master degree 72 48.3
M.Phil/Ph.D. 1 0.7
Total 149 100
Designation
Assistance 68 45.6
Officer 55 36.9
Manager 22 14.8
Senior manager 4 2.7
Total 149 100
Experience
Under 2 years 45 30.2
2 less than 5 years 54 36.2
5 less than 10 48 32.2
10 years above 2 1.3
Total 149 100

Gender
Gender is an important variable in expressing and giving the responses about the
problem. Hence, the variable gender was investigated for this study. Data related to
gender of the respondents is presented in figure 4.1.

Figure 4.1: Classification of respondents by gender

 Gender

Male
42% female

58%

The above figure shows the majority of respondents (57.7 percent) are male followed
by (42.3 percent) of female respondents.

Age

Age of the respondent is one of the most important characteristics in understanding

the views about the particular problems. The age group of the respondents is
categorized into five groups i.e. under 25 years, 26-30 years, 31-35 years, 36-40 years
and 41-45. The classification of the respondents by age category is presented in
Figure 4.2.
 Figure 4.2: Respondent classified by age

Age group
60

50

40
Percent

30

20

10

0
under 25 26-30 31-35 36-40 41-45

Age group

The figure shows that the majority of the respondents (49 percent) belong to age
group 26-30 years followed by (36.2 percent) respondents between the age of 31-35
years, (10.1 percent) respondents under 25 years, (3.4 percent) respondents between
36-40 years and (1.3 percent) respondents in the age group of 41-45 years.

Academic qualification

Education is one of the most important characteristics that might affect the person’s
attitudes and the way of looking and understanding. The academic qualification of the
respondents is categorized into five groups i.e. intermediate, Bachelor degree, master
degree and M phill /PhD. The classification of the respondents by academic
qualification in terms of number and percent is shown in Figure 4.3.

Figure 4.3: Respondents classified by academic qualification

 Qualificaton
60

50

40
Percent

30

20

10

0
Intermediate Bachelor Degree Master Degree Mphil/Phd

Qualificaton

The figure shows that majority of the respondents (49 percent) are bachelor degree
holders followed by master degree holders (48.3 percent), followed by intermediate
level (2 percent) and M.Phil./Ph.D. degree holders (0.7 percent).

Designation of the respondents

Designation is one of the most important characteristics in understanding the views

about the particular problems. The designation of the respondents is categorized into
four levels i.e., assistant level, officer level, manager level and senior manager level is
shown in figure 4.4.
 Figure 4.4: Designation of respondents

Designation
50
45
40
35
30
Percent

25
20
15
10
5
0
Assistant Officer Manager Senior Manager

Designation

Figure 4.4 shows that majority of the respondents (45.6 percent) are at assistant level
followed by (36.9 percent)officer level, (14.8 percent) manager level, and (2.7
percent) senior manager level.

Work experience of respondents

Work experience is any experience that a person gains while working in a specific
field or occupation. The work experience of the respondents is categorized into four
levels i.e. under 2 years, 2-5 years, 5-10 years and10 years and above. The
classification of respondents according to their work experience is shown in the figure
4.5.

Figure 4.5: Work experience of respondents

 Experience
40
35
30
percent 25
20
15
10
5
0 Under 2 year 2-5 year 5-10 year 10 year above

Experience

Figure 4.5 shows that majority of the respondents i.e. (36.2 percent) have work
experience of 2-5 years, (32.2 percent) have experience of 5 less than 10 years ,(30.2
percent ) have experience below 2 years total respondents and (1.4 percent) possess
experience of more than 10 years.

4.1.2 Responses on importance of factors

The respondents were first asked whether they think that organizational factors are
important for job satisfaction at workplace in Nepalese commercial banks? The
majority of the respondents (90.6 percent) felt that organizational factors are
important for job satisfaction whereassome respondents (8.7 percent) agree that the
statement is not applicable in the context of Nepal. The result also shows that
respondents (0.7 percent) are unfamiliar that organizational factors are important for
job satisfaction The rest of the respondents opined that to some extent organization
with well managed organizational factors performs better than organization that is
weak on the same.

Table 4.2: Responses on importance of factors

Frequency Percent
Factors
Yes 135 90.6
No 1 0.7
To some extent 13 8.7
Total 140 100
4.1.3 Employees perception on the level of nature of work, working hours, stress,
relationship with co-worker, working condition and motivation

This section provides the information on the employee’s perception on the level of
selected service dimensions. The respondents were asked question regarding their
view on the level of nature of work, working hours, stress, relationship with co-
worker, working condition and motivation

Table 4.3 presents the opinions of respondents regarding important factors that
influence mostly on job satisfaction

Table 4.3: Responses of employees on the job satisfaction on the level of nature of
work, working hours, stress, relationship with co-workers, working condition
and motivation.

Strongly Neutra Strongly

Statement Agree Disagree N Mean
agree l disagree
F 28 70.25 24.5 15.25 11 149

Nature of Work % 18.74 47.17 16.47 10.22 7.4 100 3.597

A% 65.91 16.47 17.62 100

F 8 59 34.75 36.5 10.75 149

Working hours % 5.38 39.58 23.12 24.5 7.2 100 3.114

A% 44.96 23.12 31.7 100

F 15.4 38.8 39.6 46.2 9 149

Stress % 10.34 26.58 26.02 31 6.06 100 3.036

A% 36.92 26.02 37.06 100

F 35.6 75.6 19.4 13 5.4 149

Relationship
% 23.9 50.74 13 8.72 3.64 100 3.825
with Co-worker
A% 74.64 13 12.36 100

F 34.8 74.6 25.2 11.2 3.2 155

Working
% 23.38 50.06 15.62 7.52 3.42 149 3.849
Condition
A% 73.44 15.62 10.94 100
Motivation 3.404
F 19.4 68 29 19.6 13 149
% 13.20 45.22 19.48 13.14 9 100
 A% 58.36 19.48 22.2 100
3.47
Weighted average mean 1

Regarding the responses on the factor nature of work, majority of respondents (47.17
percent) agreed that it influence on job satisfaction, whereas some respondents (18.74
percent) strongly agree on the statement followed by respondents (16.47 percent)
neither agree nor disagree on the statement. However, (10.22 percent) respondents
disagree on the statement followed (7.4 percent) respondent who strongly disagree on
the fact. Similarly, the mean value for the statement is 3.597.

Regarding the responses of the factor working hours, majority of the respondents
(39.58 percent) agreed on the fact that working hours influences most on the job
satisfaction followed by (24.5 percent) respondents disagreed on this factor. Similarly,
some respondents (23.12 percent) who neither agreed nor disagreed on the fact.
Some respondents (7.2 percent) strongly disagreed on the fact followed by least
respondents (5.38 percent) who strongly agreed the fact. The mean value for the
statement is 3.114.

Regarding the responses on the factor stress, majority of the respondents (31.02
percent) disagreed on the fact that stress influences most on the job satisfaction
followed by some respondents (26.58 percent) who neither agreed nor disagreed on
the fact. Similarly, some respondents (26.02 percent) agreed on this fact. Some
respondents (10.34 percent) strongly agreed on the fact followed by least respondents
(6.06 percent) who strongly disagreed the fact. The mean value for the statement is
3.036.

Regarding the responses on the factor relationship with co-workers, majority of the
respondents (50.74 percent) agreed on the fact that relationship with co-workers
influences on the job satisfaction, followed by some respondents (23.9 percent)
strongly agreed, followed by (13 percent) who neither agreed or disagreed on the fact,
followed by some respondents (8.72 percent) who disagreed on the fact. Similarly, the
least respondents (3.64 percent) strongly disagreed on the fact. The mean value for the
statement is 3.825.
Regarding the responses on the factor working condition, majority of the respondents
(50.06 percent) agreed on the fact that working condition influences on the job
satisfaction followed by some respondents (23.38 percent) who strongly agreed,
followed by (15.62 percent) who neither agreed nor disagreed on the fact. Some
respondents (7.52 percent) disagreed on the fact and the least respondents (3.42
percent) strongly disagreed on the fact. The mean value for the statement is 3.849.

Regarding the responses on the factor motivation, majority of the respondents (45.22
percent) agreed on the fact that motivation influences most on the job satisfaction
followed by some respondents (19.48percent) who neither agreed nor disagreed on the
fact. Similarly, some respondents (13.20 percent) agreed on this fact. Some
respondents (13.14 percent) disagreed on the fact followed by least respondents (9
percent) who strongly disagreed the fact. The mean value for the statement is 3.404.

Table 4.4 presents the perceptions of respondents towards nature of work in Nepalese
commercial banks.

Table 4.4: Respondent’s opinions regarding nature of work

This table shows the number of responses, percent and mean on the five-point Likert scale 1
as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed and
it is calculated on basis of respondents’ opinion regarding nature of work as per statement-
wise.

Statement Strong Agr Neutr Disagr Strong N Mea

ly ee al ee ly n
agree disagr
ee
The job gives me considerable 14
23 67 28 16 15
opportunity for independence F 9
3.45
and freedom in how I do the 10
15.4 45 18.8 10.7 10.1
work. % 0
A 60.4 18.8 20.8 10
% 0
The job allows me to make a 14
21 71 29 21 7
decision about what method I F 9
3.52
use to complete my work. 10
14.1 47.7 19.5 14.1 4.7
% 0
A 61.8 19.5 18.8 10
% 0
My qualification matches my 15
32 69 19 16 13
post. F 5
3.61
10
21.5 46.3 12.8 10.7 8.7
% 0
A 10
% 67.8 12.8 19.4 0
Thejobinvolvesperformingavariet F 36 74 22 8 9 15 3.80
 yoftasks. 5
10
24.2 49.7 14.8 5.4 6
% 0
A 10
% 73.9 14.8 11.4 0
Weighted average mean 3.60
Source: Field Survey 2018

The majority of the respondents (60.4 percent) agree that the job gives them
considerable opportunity for independence and freedom in how do they work.
However, some respondents (20.8 percent) disagree on the statement that the job
gives them considerable opportunity for independence and freedom, whereas rests
(18.8 percent) are neutral on the statement.

The majority of the respondents (61.8 percent) agree that the job allows them to make
decision about what method they use to complete their work, whereas some
respondents (19.5 percent) are neutral that the job allows them to make decision about
what method they use to work. The rest of the respondents (18.7 percent) disagree on
the statement.

Likewise, majority of the respondents (74 percent) agree that their qualification
matches their post. However, the respondents (19.4 percent) disagree on the statement
that their qualification matches their post and rests (12.8 percent) of the respondents
are indifferent on the statement.

Similarly, the majority of the respondents (73.9 percent) agree that the job involves
performing a variety of tasks. However, others (14.8 percent) are neutral and rests
(11.4 percent) of the respondents disagree on the statement.

The mean of the perceptions on nature of the work, ranges from a minimum value of
3.4497 to the maximum value of 3.81. Among them, the most significant observations
of the respondents regarding the nature of work is “The job gives them considerable
opportunity for independence and freedom in how do they work.” with mean value of
3.45 whereas the most insignificant observation is the job involves performing a
variety of tasks with mean value of 3.80.

Weighted average mean value for the nature of work is 3.60 which indicate that
employee’s perception on nature of work is good in Nepalese commercial banks. It
also indicates that significant variation does not exist among the commercial banks in
terms of employees’ perception on work nature.

Table 4.5 present perceptions of respondents towards working hours of Nepalese

commercial banks.

Table 4.5: Respondent’s opinions regarding working hours

This table shows the number of responses, percent and mean on the five-point Likert scale 1
as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed and
it is calculated on basis of respondents’ opinion regarding working hours as per statement-
wise.
Statement Strongly Agree Neutral Disagree Strongly N Mean
agree disagree
I am satisfied F 7 58 27 41 16 149 3.00
% 4.7 38.9 18.1 27.5 10.7 100
with the
43.6 18.1 38.2
working hours 100
and its fits with
my private life. A%
My working F 4 47 47 42 9 149 3.00
hours let me to % 2.8 31.5 31.5 28.2 6 100
A% 34.3 31.5 34.2 100
work at my
personal issues
also.
I don’t have to F 8 58 36 36 11 149 3.11
% 5.4 38.9 24.2 24.2 7.4 100
work for long
A% 44.3 24.2 31.6 100
hour, over time
and in
holidays.
I have enough F 13 74 29 27 7 149 3.39
% 8.7 49 19.5 18.1 4.7 100
time to complete
57.7 19.5 22.8 100
my work during
office hour A%
Weighted average mean 3.12
Source: Field Survey 2018

The majority of the respondents (43.6 percent) agree that they are satisfied with their
working hours and that fits with their private life. However, some respondents (38.2
percent) are disagree that, they are satisfied with their working hours and that fits with
their private life whereas rests (18.1 percent) are neutral on the statement.

The majority of the respondents (34.3percent) agree that their working hours let them
work at their personal issues also, whereas some respondents (34.2 percent) disagree
that their working hours let them work at their personal issues. The rest of the
respondents (31.5 percent) neutral on the statement.

Likewise, majority of the respondents (44.3 percent) agree that they don’t have to
work for long hour, over time and in holidays. However, some respondents (31.6
percent) disagree on the statement that they don’t have to work for long hour, over
time and in holiday and rest of the respondents (24.2 percent) are neutral on the
statement.

Regarding the responses on the statement “They have enough time to complete their
work during office hour”, majority of respondents (57.7percent) agree that they have
enough time to complete their work during office hour, whereas some respondents
(22.8 percent) disagree on the statement that they have enough time to complete their
work during office hours. However, rests of the respondents (19.5 percent) are neutral
on the statement.

The mean of the working hour ranges from a minimum value of 3.00 to the maximum
value of 3.39. Among them, the most significant observations of the respondents
regarding the working hours is “Their working hours let them to work at their
personal issues also.” with mean value of 3.00, whereas the most insignificant
observation is “They have enough time to complete their work during office hour”
with mean value of 3.39.

Weighted average mean value for working hour is 3.12 which indicate that
employee’s perception on working hour is good in Nepalese commercial banks. It
also indicates that significant variation does not exist among the commercial banks in
terms of employees’ perception on working hours.

Table 4.6 presents the perceptions of respondents towards stress in Nepalese

commercial banks.

Table 4.6: Respondent’s opinions regarding stress

This table shows the number of responses, percent and mean on the five-point Likert
scale 1 as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as
strongly agreed and it is calculated on basis of respondents’ opinion regarding stress
as per statement-wise.
Statement Strongly Agree Neutral Disagree Strongly N Mean
agree disagree
I am pressured to F 22 31 43 41 12 149 3.07
 work long hours. % 14.9 20.8 28.9 27.4 8 100

A% 35.7 28.9 35.4 100

I am unable to F 16 42 32 55 4 149
make a balance % 10.7 28.2 21.5 36.9 2.7 100
between my 3.07
personal life and
office hour. A% 38.9 21.5 39.7 100
My job has a lot of F 15 41 40 42 11 149
% 10.1 27.5 26.8 28.2 7.4 100
responsibility, but I
3.05
don’t have very
much authority. A% 37.6 26.8 35.6 100
I have F 16 51 31 45 6 149
% 10.7 34.2 20.8 30.2 4 100
unachievable
3.00
deadlines.
A% 44.9 20.8 34.2 100
I am unable to take F 16 51 31 45 6 149
% 10.7 34.2 20.8 30.2 4 100
sufficient breaks
3.17
because of too much
work load. A% 63 28 9 100
Weighted Average Mean 3.07
Source: Field Survey 2018

The majority of respondents (35.7 percent) believed that they are pressed to work long
hour whereas some respondents (35.4 percent) disagree that they are pressed to work
long hour and the rest of respondents (28.9 percent) are indifferent about the
statement.

Likewise, majority of the respondents (39.7 percent) disagree that they are unable to
make a balance between their personal life and office hour whereas, some respondents
(38.9 percent) are agree that they are unable to make a balance between their personal
life and office hour and rest (21.5 percent) indifferent on the statement.

The majority of the respondents (37.6 percent) agree that their job has a lot of
responsibility, but they don’t have very much authority, whereas some respondents
(35.6 percent) disagree that their job has a lot of responsibility, but they don’t have
very much authority and rest (26.8 percent) are neutral.

Regarding the responses on the statement “I have unachievable deadlines.” majority

of respondents (44.9 percent) agree that they have unachievable deadlines, whereas
some respondents (34.2 percent) disagree on the statement that the have unachievable
deadlines and rest of the (20.8 percent) are neutral on the statement.

Similarly, majority of the respondents (63 percent) agree that they are unable to take
sufficient breaks because of too much work load. However, some respondents (28
percent) are neutral that they are unable to take sufficient breaks because of too much
work load. The rest of the respondents (9 percent) show disagreement towards the
statement.

The mean of the level of stressranges from a minimum value of 3.00 to the
maximum value of 3.17. Among them, the most significant observation is “I am
unable to take sufficient breaks because of too much work load” whereas the most
insignificant observation is employees have to fulfill unachievable deadlines with
mean value of 3.00.

Weighted average mean value for the level of stress is 3.07 which indicate that job
stress level is high in Nepalese commercial banks. It also indicates that significant
variation doesn’t exist among the commercial banks in terms of job stress.

Table 4.7 presents the perceptions of respondents towards relationship with co-worker
in Nepalese commercial banks.

Table 4.7: Respondent’s opinions regarding relationship with co-worker

This table shows the number of responses, percent and mean on the five-point Likert scale 1
as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed and
it is calculated on basis of respondents’ opinion regarding relationship with co-worker as per
statement-wise.
Statement Strongl Agre Neutra Disagre Strongl N Mea
y agree e l e y n
disagree
I request help from 14
43 83 9 10 4
my co-worker if F 9
4.01
10
necessary. 28.9 55.7 6 6.7 2.7
% 0

A 10
% 84.6 6 9.4 0
At work I am 14
32 80 23 10 4
appreciate by my F 9
3.85
10
co-worker. 21.5 53.7 15.4 6.7 2.7
% 0
A 75.2 15.4 9.4 10
 % 0
My colleagues are 14
34 72 19 16 8
always frank and F 9
3.72
10
open with me. 22.8 48.3 12.8 10.7 5.4
% 0
A 10
% 71.1 12.8 16.1 0
If work gets 14
34 71 25 14 5
difficult, my F 9
3.77
10
colleagues will 22.8 47.7 16.8 9.4 3.4
% 0
help me.
A 10
% 70.5 16.8 12.8 0
My colleagues are 14
35 72 21 15 6
willing to listen to F 9
3.77
10
my work-related 23.5 48.3 14.2 10 4
% 0
problems.
A 10
% 71.8 14.2 14 0
Weighted Average Mean 3.83
Source: Field Survey 2018

The majority of respondents (84.6 percent) agree that they request help from their
co-worker if necessary, whereas some respondents (9.4 percent) respondents
disagree to the statement that they request help from their co-worker if necessary
and rest (6 percent) of the respondents are neutral on the statement.

Likewise, the majority of respondents (75.2 percent) agree that “At work I am
appreciate by my co-worker”, whereas some respondents (15.4 percent) are neutral
that at work they are appreciate by their co-worker and the rest (9.4 percent)
respondents disagree to the statement. At the same time, the mean value for the
statement is 3.8456.

The table indicates that the majority of respondents (71.7 percent) agree that their
colleagues are always frank and open with them, whereas some respondents (16.1
percent) disagree that their colleagues are always frank and open with them and the
rest (12.8 percent) are neutral on the statement.

The majority of respondents (70.5 percent) agree if work gets difficult, their
colleagues will help them whereas, some respondents (16.8 percent) are neutral on
the statement that if work gets difficult, their colleagues will help them and the rest
(12.8 percent) respondents disagree to the statement.

Regarding the responses on the statement “My colleagues are willing to listen to my
work-related problems”, majority of respondents (71.8 percent) agree that their
colleagues are willing to listens to their work-related problems, whereas some
respondents (14.2 percent) neutral that that their colleagues are willing to listens to
their work-related problems. However, rest of the respondents disagree on the
statement.

The mean of level of relationship with co-workerranges from minimum value of 3.72
to the maximum value of 4.01. Among them, the most significant observation is “I
request help from my co-worker if necessary” with mean value of 4.01 whereas the
most insignificant observation is “My colleagues are always frank and open with me.”
with mean value of 3.72.

Weighted average mean value for the level of relationship with co-worker is 3.83
which indicate that employees’ relationship with their co-workers is good in Nepalese
commercial banks. It also indicates that significant variation does not exist among the
commercial banks in terms of employees’ relationship with co-workers.

Table 4.8 presents the opinions of respondents regarding working condition.

Table 4.8: Respondent’s opinions regarding working condition

This table shows the number of responses, percent and mean on the five-point Likert
scale 1 as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as
strongly agreed and it is calculated on basis of respondents’ opinion regarding
working condition as per statement-wise.
Statement Strongl Agre Neutra Disagre Strongl N Mea
y agree e l e y n
disagree
I feel like I am a 14
35 93 11 7 3
part of a team F 9
4.01
10
(shared mission, 23.5 62.4 7.4 4.7 2
% 0
values, efforts and
goals). A 10
% 85.9 7.4 6.7 0
Physical 14 3.86
35 79 18 13 4
infrastructure F 9
% 23.5 53 12.1 8.7 2.7 10
 0

(lighting, table, A 10
chair, working % 76.5 12.1 11.4 0
My
room efforts are
etc.) enable 14
32 77 26 11 3
recognized and F 9
3.83
10
acknowledged in 21.5 51.7 17.4 7.4 2
% 0
tangible ways.
A 10
.
% 73.2 17.4 9.4 0
I have sufficient 14
29 63 46 10 1
opportunities to F 9
3.73
10
question managers 19.5 42.3 30.9 6.7 7
% 0
about change at
work. A 10
% 61.8 30.9 13.7 0
There is no any kind 14
43 61 25 15 5
of harassments on F 9
3.82
10
my work place 29.2 40.9 16.8 10.1 3.4
% 0
A 10
% 70.1 16.8 13.5 0
Weighted Average Mean 3.85
Source: Field Survey 2018

The majority of respondents (85.9 percent) agree that they feel like they are a part of a
team (shared mission, values, efforts and goals) whereas, some respondents (7.4
percent) are indifferent on this statement the rest (6.7 percent) respondents disagree to
the statement.

Likewise, the majority of respondents (76.5 percent) agree that physical infrastructure
(lighting, table, chair, working room etc.) enable them to work well whereas, some
respondents (12.1 percent) are neutral that physical infrastructure (lighting, table,
chair, working room etc.) enable them to work well and the rest (11.4 percent)
respondents disagree to the statement.

The majority of respondents (73.2 percent) agree that their efforts are recognized and
acknowledged in tangible ways, whereas some respondents (17.4percent) are neutral
that their efforts are recognized and acknowledged in tangible ways and the rest (7.4
percent) respondents disagree to the statement.
Likewise, the majority of respondents (61.8 percent) agree that they have sufficient
opportunities to question managers about change at work whereas some respondents
(30.9 percent) are neutral that they have sufficient opportunities to question managers
about change at work and the rest (13.7 percent) respondents disagree to the
statement.

Regarding the responses on the statement, “There is no any kind of harassments on

my work place”, majority of respondents (70.1 percent) agree that there is no any kind
of harassments on their work place, whereas some respondents (16.8 percent) are
neutral that there is no any kind of harassments on their work place. However, the rest
of the respondents (13.5 percent) disagree on the statement.

The mean of level of working condition ranges from minimum value of 3.73to the
maximum value of 4.01. Among them, the most significant observation is “I feel like
they are a part of a team (shared mission, values, efforts and goals)” with mean value
of 4.01 whereas the most insignificant observation is “I have sufficient opportunities
to question managers about change at work” with mean value of 3.73.

Weighted average mean value for the level of working condition is 3.85 which
indicate that Nepalese commercial banks are facilitating their employees a good level
of working condition. It also indicates that significant variation does not exist among
the commercial banks in terms of employees’ perception on working conditions.

Table 4.9 presents the opinions of respondents regarding motivation in Nepalese

commercial banks.

Table 4.9: Respondent’s opinions regarding motivation

This table shows the number of responses, percent and mean on the five-point Likert
scale 1 as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as
strongly agreed and it is calculated on basis of respondents’ opinion regarding
motivation as per statement-wise.
Statement Strongl Agre Neutra Disagre Strongl N Mea
y agree e l e y n
disagre
e
I am given 14 3.70
4 8 22 17 4
supportive feedback F 9
% 15.4 55.7 14.8 11.4 2.7 10
on the work I do.
0
 A 10
% 71.1 14.8 14.1 0
Companies 14
19 79 29 14 8
acknowledge and F 9
10
recognize my work. 12.8 53 19.5 9.4 5.4 3.58
% 0
A 10
% 65.8 19.5 14.8 0
Financial incentive 14
12 51 43 21 22
motivate me more F 9
10
than non-financial 8 34 30 14 14 3.07
% 0
incentive
A 10
% 42 30 28 0
The lunch break, rest 14
12 52 26 36 23
breaks and leaves F 9
10
motivate me to work 8.1 34.9 17.4 24.2 15.4 3.00
% 0
hard.
A 10
% 43 17.4 39.6 0
Company has an 14
32 72 25 10 10
effective promotion F 9
10
opportunity 21.5 48.3 16.8 6.7 6.7 3.71
% 0
A 10
% 69.8 16.8 13.4 0
Weighted Average Mean 3.41
Source: Field Survey 2018

Regarding the responses on the statement “I am given supportive feedback on the

work I do.”,majority of respondents (71.1 percent) agree that they are given
supportive feedback on the work they do, whereas some respondents (14.8 percent)
neutral that they are given supportive feedback on the work they do. However, rest
of the respondents (14.1 percent) disagrees on the statement.

Likewise, the majority of respondents (65.8 percent) agree that companies

acknowledge and recognize their work. However, some respondents (19.5 percent)
are neutral on the statement that companies acknowledge and recognize their work
and the rest of the respondents (14.8 percent) disagree about the statement.

The majority of respondents (42 percent) agree that financial incentive motivate them
more than non-financial incentive, whereas some respondents (30 percent) are neutral
on the statement that financial incentive motivate them more than non-financial
incentive. However, the rest of the respondents (28 percent) disagreed on the
statement.

The table indicates that the majority of respondents (43 percent) agree that the lunch
break, rest breaks and leaves motivate them to work hard. However, some
respondents (39.6 percent) disagree on the statement that the lunch break, rest breaks
and leaves motivate them to work hard, whereas rest of the respondents (17.4
percent) are neutral on the statement.

Similarly, the majority of respondents (69.8 percent) agree that company has an
effective promotion opportunity, whereas some respondents (16.8 percent) are
neutral that company has an effective promotion opportunity. However, the rest of
the respondents (13.4 percent) disagree on the statement.

The mean values of motivation ranges from a minimum value of 3.00 to maximum
value of 3.71. Among them, the most significant observation is “Company has an
effective promotion opportunity.” With mean value of 3.71 and the most
insignificant observation is “The lunch break, rest breaks and leaves motivate me to
work hard.” With mean value of 3.00.

Weighted average mean value for motivation is 3.41 which indicate that Nepalese
commercial banks have good motivating practices for employees. It also indicates that
significant variation does not exist among the commercial banks in terms of
employees’ perception on level of motivation.

Table 4.10 presents the opinions of respondents regarding employee job performance
of selected Nepalese commercial banks.

Table 4.10: Level of employee performance in Nepalese commercial banks

This table shows the number of responses, percent and mean on the five-point Likert scale 1
as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed and
it is calculated on basis of respondent’s opinion regarding employee’s performance as per
statement-wise.

Statement Strongl Agre Neutra Disagre Strongl N Mea

y agree e l e y n
disagre
e
I understand duties F 58 55 20 10 6 14 4.00
 and responsibilities 9
of the work and 10
38.9 36.9 13.4 6.8 4
complete the task in % 0
a given time period.
A 10
% 75.8 13.4 10.8 0
I meet all the 14
50 60 23 15 1
requirement of the F 9
job. 10
33.6 40.3 15.4 10.1 0.5 3.96
% 0
A 10
% 73.9 15.5 10.6 0
I work overtime to 14
50 54 18 23 4
complete my task. F 9
10
33.6 36.2 12.1 15.4 2.7 3.83
% 0
A 10
% 69.8 12.1 18.1 0
I combine the 14
44 72 23 7 3
available resources F 9
very well to provide 10
29.5 48.3 15.4 4.8 2 3.99
quality service. % 0
A 10
% 77.8 15.4 6.8 0
I actively purse or 14
51 69 20 6 3
initiate projects for the F 9
benefit of the 10
34.2 46.3 13.5 4 2 4.07
organization. % 0
A 10
% 80.5 13.5 6 0
Weighted Average Mean 3.97
Source: Field Survey 2018

The table indicates that the majority of respondents (75.8 percent) agreed with the
statement that they understand duties and responsibilities of the work and complete
their task in a given time period, whereas some respondents (13.4 percent) are
neutral with the statement that they understand duties and responsibilities of the
work and complete the task in a given time period and the rest (10.8 percent)
respondents disagree about the statement.

Regarding the responses on the statement “I meet all the requirement of the job”, the
majority of respondents (73.9 percent) agreed that they meet all the requirement of
the job. However, some respondents (15.5 percent) are neutral on the statement that
they meet all the requirement of the job, whereas the rest of respondents (10.6
percent) disagreed on the statement.

Likewise, the majority of respondents (69.8 percent) agreed that they work overtime
to complete their task, whereas some respondents (18.1 percent) disagreed on the
statement that they work overtime to complete their task. However, the rest of
respondents (12.1 percent) are neutral on the statement.

The majority of respondents (77.8 percent) agree that they combine the available
resources very well to provide quality service. However, some respondents (15.4
percent) are indifferent on the statement that they combine the available resources
very well to provide quality service, whereas the rest of the respondents (6.7
percent) disagree on the statement.

Regarding the responses on the statement “I actively purse or initiate projects for the
benefit of the organization”, the majority of respondents”, the majority of respondents
(80.5 percent) agree that they actively purse or initiate projects for the benefit of the
organization, whereas some respondents (13.5 percent) are neutral that they actively
purse or initiate projects for the benefit of the organization. However, the rest of
respondents (6 percent) disagree on the statement.

The mean value of employee performance ranges from a minimum value of 3.83 to
the maximum value of 4.07. Among them, the most insignificant observations of the
respondents regarding the employee’s performance is “I actively purse or initiate
projects for the benefit of the organization” with mean value of 4.07 whereas the most
significant observation is “I work overtime to complete my task.” with the mean value
of 3.07.

Weighted average mean value for the level of employee performance is 3.97 which
indicates that employee performance in Nepalese commercial banks is good. It also
indicates that significant variation does not exist among the commercial banks in
terms of employee performance.

Table 4.11 presents the opinions of respondents regarding employee job satisfaction
of selected Nepalese commercial banks.

Table 4.11: Respondent’s opinions regarding job satisfaction

This table shows the number of responses, percent and mean on the five-point Likert scale 1
as strongly disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed and
it is calculated on basis of respondents’ opinion regarding job satisfaction as per statement-
wise.

Statement Strongl Agre Neutra Disagre Strongl N Mean

 y agree e l e y
disagree
I am comfortable 14
28 74 21 16 10
with the corporate F 9
10
culture of the 18.8 49.7 14.1 10.7 6.7
% 0 3.63
bank
A 10
% 68.5 14.1 17.4 0
Quality of work 14
22 81 29 14 3
life has been F 9
10
improved because 14.8 54.4 19.5 9.4 2 3.70
% 0
of my present job.
A 10
% 69.2 19.5 11.4 0
I have autonomy 14
19 76 37 11 6
in my works F 9
10
which motivate 12.8 51 24.8 7.4 4 3.61
% 0
me to perform
A 10
better.
% 63.8 24.8 11.4 0
I remain 14
10 82 22 23 12
refreshing till the F 9
10
last moment of 6.7 55 14.8 15.4 8.1
% 0
office because of 3.37
my quality work
life. A 10
% 61.7 14.8 23.5 0
I feel proud to tell 14
48 73 14 7 7
people that I work F 9
10
for this organization 32.2 49 9.5 4.6 4.7 3.99
% 0
A 10
% 81.2 9.5 9.3 0
Weighted Average Mean 3.66
Source: Field Survey 2018

Regarding the responses on the statement “I am comfortable with the corporate

culture of the bank”, majority of respondents (68.5 percent) agree that they are
comfortable with the corporate culture of the bank whereas some respondents (17.4
percent) disagreed that they are comfortable with the corporate culture of the bank
However, rest of the respondents (14.1 percent) are neutral on the statement.
Likewise, the majority of respondents (69.2 percent) agree that quality of work life
has been improved because of my present job. However, some respondents (19.5
percent) are neutral on the statement that quality of work life has been improved
because of my present job and the rest of the respondents (11.4 percent) disagree
about the statement.

The majority of respondents (63.8 percent) agree that they have autonomy in their
works which motivate them to perform better, whereas some respondents (24.8
percent) are neutral on the statement that they have autonomy in their works which
motivate them to perform better. However, the rest of the respondents (11.4 percent)
disagreed on the statement.

The table indicates that the majority of respondents (61.7 percent) agree that they
remain refreshing till the last moment of office because of their quality work life.
However, some respondents (23.5 percent) disagreed on the statement that they
remain refreshing till the last moment of office because of their quality work life,
whereas rest of the respondents (14.8 percent) are neutral on the statement.

Similarly, the majority of respondents (81.2 percent) agree that they feel proud to
tell people that they work for this organization whereas some respondents (9.5
percent) are neutral that they feel proud to tell people that they work for this
organization. However, the rest of the respondents (9.3 percent) disagree on the
statement.

The mean values of employee job satisfaction ranges from a minimum value of 3.37
to maximum value of 3.99. Among them, the most significant observation of
respondents regarding employee job satisfaction is “I feel proud to tell people that I
work for this organization.” with mean value of 3.99 whereas the most insignificant
observation is “I remain refreshing till the last moment of office because of my
quality work life.” with mean value of 3.37.

Weighted average mean value for the level of employee job satisfaction is 3.66 which
indicates that level of employee job satisfaction in terms selected dimensions is good.
The results also indicate that significant variation is not existed among the
commercial banks in terms of employees’ job satisfaction.
4.2 Correlation analysis

Pearson’s correlation is used to analyze the relationship between employee’s

performance, job satisfaction and working condition in Nepalese commercial banks.
Pearson’s coefficient is often used as a test statistic in a statistical hypothesis test to
establish whether two variables may be regarded as statistically dependent.
Correlation measures the strength and the direction of a linear relationship between
dependent and independent variables. The study has used correlation analysis to show
the correlation between the dependent variable employee’s performance (EP) and Job
satisfaction (JS) and the independent variables nature of work (NOW), working hours
(WH), stress (S), relationship with co-worker (RCW), working condition (WC) and
motivation (MO).

Table 4.12: Kendall’s correlation matrix for the dependent and independent
variables for selected Nepalese commercial banks

This table shows the Kendall’s correlation coefficients between dependent variables and
independent variables of Nepalese commercial banks. EP (employee performance defined as
an assessment whether an employee performs a job well) and JS (job satisfaction defined as
an employee affective reaction to a job) are the dependent variable and NOW (nature of work
defined as the type of the work perform by the employee.) WH (defined as the amount of time
employee spends at work during a day) S(stress is defined as pressure or tension that
employee bear during a working hours) RWC (relationship with coworkers defined as
relationship with a colleagues or employee),WC (working condition defined as comfort level
factors which can have a direct impact on employee health), MO (motivation defined as the
influence that account for the initiation, direction, intensity and persistence of behavior), are
the independent variables.

Variable JS
Mean S. D. NOW WH S RWC WC MO EP
s
NOW 3.601 0.877 1
WH 3.119 0.831 0.446* 1
*
S 3.055 0.921 -0.027 -0.100** 1
RWC 3.811 0.876 0.665** 0.406** 0.078 1

WC 3.851 0.681 0.427** 0.384** -0.073 0.458** 1

MO 3.410 0.758 0.572** 0.370** 0.204* 0.683** 0.461** 1

EP 3.975 0.883 0.619** 0.408** -0.002 0.660** 0.298** 0.530** 1

JS 3.666 0.833 0.519** 0.500** 0.041 0.729** 0.436** 0.675** 0.590** 1

Notes: The asterisk signs (**) and (*) indicate that the results are significant at 1 percent and
5 percent level respectively.

Table 4.12 shows the Kendall’s correlation coefficient of dependent (nature of work,
working hours, stress, relationship with co-worker, working condition and motivation)
and independent (job satisfaction and employee performance) variables for
commercial banks. The study reveals that nature of work is positively correlated to
employee job satisfaction. It indicates that better the nature of work, higher would be
the employee job satisfaction. However, working hours is positively related to
employee job indicating that better the nature of work, higher would be the employee
job satisfaction.

Similarly, stress has negative relationship with employee job satisfaction. It shows
that higher the level of stress, lower would be the employee job satisfaction. Likewise,
relationship with co-worker has positive relationship with employee job satisfaction.
It states that better the relationship with co-worker, higher would be employee job
satisfaction. The result shows that working condition has positive relationship with
employee job satisfaction. It shows that good working environment leads to an
increase in the employee job satisfaction. The result also shows that motivation is
positively related to employee job satisfaction. It indicates that higher the level of
motivation higher would be the employee job satisfaction.

The result shows a positive relationship between nature of work and employee
performance. It indicates that better the nature of work, higher would be the employee
performance. However, working hours is positively related to employee performance.
It reveals that that better the working hours, higher would be the employee
performance. Similarly, stress has negative relationship with employee performance.
It shows that higher the level of stress, lower would be the employee performance.

Likewise, relationship with co-worker has positive relationship with employee

performance. It states that better the relationship with co-worker, higher would be
employee performance. The result shows that working condition has positive
relationship with employee performance. It shows that good working environment
leads to an increase in the employee performance. The result also shows that
motivation is positively related to employee performance. It indicates that higher the
level of motivation higher would be the employee performance.
4.3 Regression analysis

The regression analysis has been conducted to examine whether there is relationship
between working condition and job satisfaction. The regression of working condition
variables on job satisfaction has been analyzed by defining nature of work, working
hours, stress, relationship with co-worker, working condition, motivation and
employee’s performance. The estimated regression results of a model are shown in
Table 4.13

Table 4.13: Regression results of nature of work, working hours, stress,

relationship with co-worker, working condition and motivation on employee’s
performance in Nepalese commercial banks
The results are based on 149 observations from 18 sample commercial banks by using linear
regression model. The model is EP= α + β1NOW+ β2 WH+ β3S + β4RWC + β5WC + β6MO+ e,
where, EP (employee performance defined as an assessment whether an employee performs a job well)
and JS (job satisfaction defined as an employee affective reaction to a job) are the dependent variable
and NOW (nature of work defined as the type of the work perform by the employee.) WH (defined as
the amount of time employee spends at work during a day) S (stress is defined as pressure or tension
that employee bear during a working hours) RWC (relationship with coworkers defined as relationship
with a colleagues or employee), WC (working condition defined as comfort level factors which can
have a direct impact on employee health), MO (motivation defined as the influence that account for the
initiation, direction, intensity and persistence of behavior), are the independent variables. The
reported results also include the values of F-statistics (F), adjusted coefficient of determination (R 2)
and standard error of estimates (SEE).
Mod Intercept Regression coefficients of Adj. SE F-
el Rba E value
r2
NOW WH S RWC WC MO
1 1.72 0.62 0.38 0.7 91.82
(7.15)** (9.55) 0
**
2 2.62 0.433 0.16 0.8 29.38
(10.16)** (5.42)** 1

3 3.980 -0.01 - 0.8 0.01

(15.79)** (0.01 0.01 9
)
4 1.441 0.67 0.43 0.6 113.3
(5.90)** (10.64) 7 0
**
5 2.487 0.39 0.83 0.8 14.33
(6.23)** (3.79) 5
**
6 1.867 0.62 0.27 0.7 57.51
(6.56)** (7.58) 5
**
7 1.905 0.33 0.05 0.49 0.6 71.05
(4.43)** (4.09) (5.64)* 3
** *
8 0.943 0.291 0.11 0.43 0.49 0.6 48.75
(3.59)** (3.55) (1.61) (5.33)* 3
 ** *
9 0.870 0. 277 0.11 0.08 0.49 0.6 37.04
(3.15)** (3.33) (1.53) 0.39 (0.87) 3 8
** (4.23)*
*
10 0.95 0.27 0.10 -0.03 0.39 0.10 0.49 0.6 29.93
(2.97)** (3.23) (1.43) - (4.25)* (0.97) 3
** (0.59 *
)
Notes:

i. Figures in parentheses are t-values.

ii. The asterisk signs (**) and (*) indicate that the results are significant at 1 percent and 5
percent level respectively.
iii. Dependent variable is employee’s performance.

Table 4.13 shows that the beta coefficients for nature of work are positive with
employee’s performance. It indicates that nature of work has positive impact on
employee performance. This finding is consistent with the findings of Thomas et al.
(2004). This result is significant at 1 percent level of significance.

Similarly, the result reveals that the beta coefficients for working hours are positive
with job performance. It reveals that working hours has a positive impact on
employee performance. This finding is similar to the findings of Susanne (2016). It is
significant at 1 percent level of significance.

Likewise, the beta coefficients for stress are negative e with employee performance. It
reveals that stress has negative impact on employee performance. This finding is
similar to the findings ofKotteeswari(2014). The results also reveal the beta
coefficients are positive for relationship with co-worker. It reveals that relationship
with co-worker has positive impact on employee performance. This finding is
consistent with the findings of James (1996). It is significant at 1 percent level of
significance.

Similarly, the beta coefficients for working condition are positive with employee
performance. It indicates that working environment has positive impact on employee
performance. This finding contradicts with the findings of Masood (2014). This result
is significant at 1 percent level of significance.

Additionally, the positive beta coefficients of motivation denote that motivation has
positive impact on employee performance. This finding contradicts with the findings
of Raza et al. (2015). It is significant at 1 percent level of significance.
Table 4.14 presents estimated regression results of nature of work, working hours,
stress, relationship with co-worker, working condition, motivation and employee’s
satisfaction on employee job satisfaction.

Table 4.14: Estimated regression results of nature of work, working hours,

stress, relationship with co-worker, working condition and motivation on job
satisfaction in Nepalese commercial banks
The results are based on 149 observations from 18 sample commercial banks by using linear
regression model. The model is JS= α + β1NOW+ β2 WH+ β3S + β4RWC + β5WC + β6MO+ e
where, EP (employee performance defined as an assessment whether an employee performs a job well)
and JS (job satisfaction defined as an employee affective reaction to a job) are the dependent variable
and NOW (nature of work defined as the type of the work perform by the employee.) WH (defined as
the amount of time employee spends at work during a day) S (stress is defined as pressure or tension
that employee bear during a working hours) RWC (relationship with coworkers defined as relationship
with a colleagues or employee), WC (working condition defined as comfort level factors which can
have a direct impact on employee health), MO (motivation defined as the influence that account for the
initiation, direction, intensity and persistence of behavior), are the independent variables. The
reported results also include the values of F-statistics (F), adjusted coefficient of determination (R 2)
and standard error of estimates (SEE).

Mode Intercept Regression coefficients of Adj. SE F-

l NOW WH S RWC WC MO Rbar E value
2

1 1.64 0.56 0.35 0.6 78.84

(7.00)** (8.88)* 7
*
2 2.10 0.50 0.245 0.7 49.04
(9.01)** (7.00)* 2
*
3 3.55 0.04 -0.01 0.8 0.24
(14.95 ) * * (0.49) 4
4 1.03 0.69 0.53 0.5 166.3
(4.83)** (12.89)* 7 6
*
5 2.48 0.39 0.83 0.8 14.33
(6.23)** (3.79)* 5
*
6 1.87 0.62 0.27 0.7 57.51
(6.56)** (7.58)* 5
*
7 0.30 0.21 0.42 0.62 0.5 81.07
(1.34) (3.78)* (6.18)** 1
*
8 0.27 0.06 0.20 0.39 0.31 0.62 0.5 60.99
(1.18) (0.95) (3.44)* (5.21)** (3.96)* 1
* *
9 0.34 0.06 0.19 -0.03 0.39 0.62 0.5 48.62
(1.30) (0.87) (3.32)* - (5.20) 0.32 2
* (0.56) ** (3.96)*
*

10 0.31 0.59 0.19 -0.03 0.39 0.02 0.32 0.61 0.5 40.26
(0.99) (0.85) (3.22)* - (5.12)** (0.22) (3.82)* 2
* (0.53) *
Notes:
i. Figures in parentheses are t- values.
 ii. The asterisk signs (**) and (*) indicate that the results are significant at 1 percent and
5 percent level respectively.
iii. Dependent variable is job satisfaction.

Table 4.14 shows that the beta coefficients for nature of work are positive with job
satisfaction. It indicates that nature of work has positive impact on job satisfaction.
The finding is similar to (Hussain, 2016). Similarly, the result reveals that the beta
coefficients for working hours are positive with job performance. It reveals that
working hours has a positive impact on job satisfaction. This finding is similar to the
findings Susanne (2016).

Likewise, the beta coefficients for stress are negative with job satisfaction. It reveals
that stress has negative impact on job satisfaction. This finding is similar to the
findings of Ernest & Jama (2003). The result also shows that the beta coefficients are
positive for relationship with co-worker. It reveals that relationship with co-worker
has positive impact on job satisfaction. This finding is consistent with the findings of
Gemma (2009).

The result also reveals that the beta coefficients for working condition are positive
with job satisfaction. It indicates that working environment has positive impact on job
satisfaction. This finding contradicts with the findings of Raziq & Maulabakhsha
(2015). Additionally, the positive beta coefficients of motivation denote that
motivation has positive impact on employee performance. This finding contradicts
with the findings of Raza et al. (2015).

4.4 Concluding remarks

This study has mainly focused on relationship between employee’s performance, job
satisfaction and working condition of Nepalese commercial bank. This study has used
nature of work, working hours, stress, relationship with co-worker, working condition
and motivation components as independent variables, and the employee’s
performance and job satisfaction are dependent variables. The result documented in
this study is based on the 20 selected commercial banks.

The result indicates that the beta coefficients are positive for nature of work with job
satisfaction. This indicates that better the nature of work, higher would be the job
satisfaction. This finding is consistent with the findings of Thomas et al. (2004).
Similarly, the beta coefficients for working hours are positive with job satisfaction.
This indicates that better the working hours, higher would be the job satisfaction. This
finding is similar to the findings of Susanne (2016).

The beta coefficients for stress are negative with job satisfaction. It reveals that higher
the stress lower would be the job satisfaction. This finding is similar to the findings of
Ernest & jama (2003). Likewise, the beta coefficients are positive for relationship
with co-worker. It reveals that better the relationship with co-worker, higher would be
the job satisfaction. This finding is consistent with the findings of Gemma (2009).

Additionally, the beta coefficients are positive for working condition. This indicates
that better the working environment, higher would be job satisfaction. This finding is
consistent with the findings of Raziq & Maulabakhsha ( 2015). Similarly, the beta
coefficient is positive for motivation. This indicate that higher the level of motivation
higher would be the job satisfaction. This finding is consistent with the finding Raza
et al. (2015).

After making the entire analysis of the data, the first hypothesis (H1) that deals with
positive relationship of nature of work with employee’s performance and job
satisfaction is accepted. The study shows that better the nature of work will have
higher employee’s performance and job satisfaction. Similarly, the second hypothesis
(H2) that deals with positive relationship of working hours with employee’s
performance and job satisfaction is accepted. The study shows that when the working
hours are better employee’s performance and job satisfaction will also increase.
Similarly, hypothesis third (H3) is also not accepted because stress is negative with
employee’s performance and job satisfaction. This shows that higher the stress lower
would be employee’s performance and job satisfaction.

The fourth hypothesis (H4) has been accepted as relationship with co-worker has
positive relationship with employee’s performance and job satisfaction. It indicates
better the relationship with co-worker higher would be the employee’s performance
and job satisfaction. The fifth hypothesis (H5) is accepted as working condition has
positive relation with employee’s performance and job satisfaction. It shows that
better working condition higher would be the employee’s performance and job
satisfaction. Similarly, the sixth hypothesis (H6) is accepted as motivation has
positive relationship with employee’s performance and job satisfaction. It shows that
higher the motivation higher would be the employee’s performance and job
satisfaction.

CHAPTER V

SUMMARY AND CONCLUSION

This chapter presents the summary of the entire study and highlights the major
findings of the study. Furthermore, the major conclusions are discussed in separate
section of this chapter which is followed by some implications and the
recommendations regarding the relationship with working condition and job
satisfaction in Nepalese commercial banks. Finally, the chapter ends with the scope of
the future research in the same field.

5.1 Summary

Job satisfaction is a multi-variable and indescribable concept. There are number of

factors that influence job satisfaction of employees such as organizational and
personal factors. The organizational determinants of job satisfaction play a very
important role. The employees spend major part of their time in organization so there
are number of organizational factors that determine job satisfaction of the employees.
The job satisfaction in the organizations can be increased by organizing and managing
the organizational factors. The organization determinants of job satisfaction are
wages, nature of works, working condition, promotion, etc. These are very important
factors because these factors motivate employees to perform well in an organization.
Similarly, the personal determinants also help a lot in maintaining the motivation and
personal factors of the employees to work effectively and efficiently. Job satisfaction
can be related to psychological factors and so numbers of personal factors such as
personality, age, education and gender differences determine the job satisfaction of
the employees. On the other hand, employees can be the terrorist of an organization in
the sense that if employees are not well satisfied with the determinants of job
satisfaction it can be harmful to the entire organization forcing employees to be
careless towards doing the job.
Job satisfaction can be defined as a pleasure or positive emotional state that is related
to the work that individual performs the attitude of worker toward job, reward, social
organization and physical characteristics of environment in which one performs in
working activities. Furthermore, job satisfaction is pleasant or positive response to the
individual’s work. Job satisfaction steams from the perception that an employee has
about their job and what receives related with the work that is performed and working
condition (Locke, 1996).

The major objective of the study is to analyze the relationship between working
condition and job satisfaction of employee’s in Nepalese commercial banks.
However, the specific objectives of the study are to analyze the perception of the
employees regarding to the job satisfaction (nature of work, working hours, stress,
relationship with co-worker, working condition and motivation ) in the context of
Nepalese commercial banks, to examine the relationship between working condition
and job satisfaction of Nepalese commercial banks, to determine the impact of nature
of work, working condition, stress and motivation on employees job satisfaction in
Nepalese commercial banks and to find out most infusing factor on employee’s job
satisfaction of Nepalese commercial banks.

This study is based on primary source of data. The primary source of data has been
used to access the opinion of the respondents with respect to the job satisfaction in
Nepalese commercial banks. In the study, 3 public banks, 5 joint venture and 12
private banks were selected for the study. Altogether, 20 commercial banks were
selected for the study and 149 questionnaires were collected. To achieves the
objectives of the study structured question are prepared.

The questionnaire survey has been conducted to know the opinions of employees
regarding factor affecting the job satisfaction in the Nepalese commercial banks. The
questions were designed to get the views and other relevant information from the
respondents. Data were collected using well formulated questionnaires. The
questionnaires were self-adjusted, validated and pre-tested. The respondents represent
employees of 20 commercial banks of Nepal. Descriptive statistics, correlation
coefficient and a step wise regression method has been applied to estimate the
relationship between dependent variables employee’s performance and job
satisfaction and independent variables nature of work, working hours, stress,
relationship with co-workers, working condition and motivation. The collected data
has been processed with the use of SPSS statistical package. Based on the analysis of
data, the major findings of the study are summarized as follows:

The major findings of this study are as follows:

1. Out of total respondents, the majority of respondents (57.7percent) were male

and the rest were female (42.3 percent).

2. The majority of the respondents belong to age group 20-29 years (65.8 percent)
followed by the age 30-39 years (25.2 percent).

3. Regarding the position of the respondents, majority of the respondents work as

assistant (45.6percent), (36.9 percent) work as an officer, (14.8 percent) work as
a manager and (2.7 percent) work as a senior manager.

4. In terms of academic qualification, majority of respondents (49 percent) are

bachelor’s degree holders followed by master’s degree level graduates (48.3
percent) and intermediate level (2.0 percent) and M.Phil./Ph.D (10.7percent).

5. Regarding the work experience of respondents, majority of the respondents have

experience of 2-5 years (36.2 percent) followed by an experience of 5-10 years
(32.2 percent) and an experience of 5-10 years and above 10 years is 30.2 percent
and 2 percent respectively.

6. As per the survey, the majority of the respondents (98.6 percent) felt that
organizational factors are important for employee performance while some
respondents (0.7 percent) agree that the statement is not applicable in the context
of Nepal. The rest of the respondents opined that to some extent organization
with well managed organizational factors performs better than organization that
is weak on the same.

7. As per the survey, the majority of the respondents (90.6 percent) felt that
organizational factors are important for employee job satisfaction while some
respondents (8.7 percent) agree that the statement is applicable to some extend
and rest (0.7 percenr) agree that the statement is not applicable in the context of
Nepal.

8. The majority of the respondents (43.6 percent) agree that they are satisfied with
their working hours that fits with their private life. The result also shows that the
 majority of the respondents (34.3percent) agree that their working hours let them
work at their personal issues. Likewise, majority of the respondents (44.3
percent) agree that they don’t have to work for long hour, over time and in
holidays. Regarding the responses on the statement “They have enough time to
complete their work during office hour”, majority of respondents (57.7percent)
agree that they have enough time to complete their work during office hour.

9. The majority of respondents (35.7 percent) believed that they are pressed to work
long hour. The result also shows that, the majority of the respondents (37.6
percent) agree that their job has a lot of responsibility. Regarding the responses
on the statement “I have unachievable deadlines.” majority of respondents (44.9
percent) agree that they have unachievable deadlines. Similarly, majority of the
respondents (63 percent) agree that they are unable to take sufficient breaks
because of too much work load.

10. Majority of the respondents (39.7 percent) disagree that they are unable to make
a balance between their personal life and office hour.

11. The majority of respondents (84.6 percent) agree that they request help from their
co-worker if necessary. The result also shows that, the majority of the respondent
(75.2 percent) agree that “At work I am appreciate by my co-worker”. Similarly,
the majority of respondents (71.7 percent) agree that their colleagues are always
frank and open with them. Likewise, the majority of respondents (70.5 percent)
agree If work gets difficult, their colleagues will help them. Regarding the
responses on the statement “My colleagues are willing to listen to my work-
related problems”, majority of respondents (71.8 percent) agree that their
colleagues are willing to listens to their work-related problems.

12. The result shows that majority of respondents (85.9 percent) agree that they feel
like they are a part of a team (shared mission, values, efforts and goals).
Likewise, the majority of respondents (76.5 percent) agree that physical
infrastructure (lighting, table, chair, working room etc.) enable them to work
well. Similarly, the majority of respondents (73.2 percent) agree that their efforts
are recognized and acknowledged in tangible ways. The majority of respondents
(61.8 percent) agree that they have sufficient opportunities to question managers
about change at work. Regarding the responses on the statement, “There is no
 any kind of harassments on my work place”, majority of respondents (70.1
percent) agreed to the statement.

13. Regarding the responses on the statement “I am given supportive feedback on the
work I do.”, majority of respondents (71.1 percent) agreed to the statement.
Likewise, the majority of respondents (65.8 percent) agree that companies
acknowledge and recognize their work. The majority of respondents (42 percent)
agree that financial incentive motivate them more than non-financial incentive.
Likewise, the majority of respondents (43 percent) agree thatthe lunch break, rest
breaks and leaves motivate them to work hard. Similarly, the majority of
respondents (69.8 percent) agree that company has an effective promotion
opportunity.

14. The result shows that majority of respondents (75.8 percent) agreed with the
statement that they understand duties and responsibilities of the work and
complete their task in a given time period. Regarding the responses on the
statement “I meet all the requirement of the job”, the majority of respondents
(73.9 percent) agreed to the statement. Likewise, the majority of respondents
(69.8 percent) agreed that they work overtime to complete their task. Similarly,
majority of respondents (77.8 percent) agree that they combine the available
resources very well to provide quality service. Regarding the responses on the
statement “I actively purse or initiate projects for the benefit of the organization”,
the majority of respondents”, the majority of respondents (80.5 percent) agreed to
the statement.

15. Regarding the responses on the statement “I am comfortable with the corporate
culture of the bank”, majority of respondents (68.5 percent) agreed to the
statement. The majority of respondents (69.2 percent) agree that quality of work
life has been improved because of their present job. Likewise, the majority of
respondents (63.8 percent) agree that they have autonomy in their works which
motivate them to perform better. Similarly, the majority of respondents (61.7
percent) agree that they remain refreshing till the last moment of office because
of their quality work life. The result also shows that the majority of respondents
(81.2 percent) agree that they feel proud to tell people that they work for this
organization.
16. The correlation matrix for commercial banks revels that working condition is
positively correlated to the job satisfaction and employee’s performance while
stress is negatively correlated to the job satisfaction and employee’s performance.

17. The correlation matrix for commercial banks revels that nature of work and
relationship with co-worker are positively correlated to the job satisfaction and
employee’s performance. This indicate that better the nature of work and
relationship with co-worker higher would be the job satisfaction and employee’s
performance.

18. The correlation matrix for commercial banks revels that working hours is
positively correlated to the job satisfaction and employee’s performance. This
indicate that good working hours leads to the higher job satisfaction and
employee’s performance.

19. The correlation matrix for commercial banks revels that motivation is positively
correlated to the job satisfaction and employee’s performance. This indicate that
higher the motivation higher would be job satisfaction and employee’s
performance.

20. The regression result shows that working condition has positive impact on job
satisfaction and employee’s performance. This indicate that better the working
condition, higher would be the job satisfaction and employee’s performance.

21. The regression result shows that nature of work has positive impact on job
satisfaction and employee’s performance. This indicate that better the nature of
work, higher would be the job satisfaction and employee’s performance.

22. The regression result shows that working hours has positive impact on job
satisfaction and employee’s performance. This indicate that good working
condition lead to the higher be the job satisfaction and employee’s performance.

23. The regression result shows that stress has negative impact on job satisfaction
and employee’s performance. This indicate that higher the stress, lower would be
the job satisfaction and employee’s performance.

24. The regression result shows that relationship with co-worker has positive impact
on job satisfaction and employee’s performance. This indicate that better the
 relationship with co-worker, higher would be the job satisfaction and employee’s
performance.

25. The regression result shows that motivation has positive impact on job
satisfaction and employee’s performance. This indicate that higher the
motivation, higher would be the job satisfaction and employee’s performance.

5.2 Conclusion

The major conclusion of the study is that nature of work, working hours, stress,
relationship with co-workers, working condition and motivation are the major factor
affecting job satisfaction and employee’s performance of Nepalese commercial bank.

Nature of work, working hours, relationship with co-worker, working condition and
motivation are positively related with the job satisfaction and employee’s
performance. It indicates that better the nature of work, working hours, relationship
with co-worker and working condition higher will be the employee’s performance
and job satisfaction of the employees of Nepalese commercial bank. Likewise,
higher the motivation higher would be the job satisfaction and employee’s
performance. Stress is negatively related to the job satisfaction and employee’s
performance. It indicates that higher the stress, lower the job satisfaction and
employee’s performance.

The study also concludes that job satisfaction and employee’s performance in
Nepalese commercial bank is satisfactory. The study reveals that employees are
satisfied with the working condition provided by the Nepalese commercial bank.

5.3 Recommendations

The major recommendation to increase the job satisfaction and employee’s

performance from working condition in Nepalese commercial bank are explained
below:

1. The study revealed positive relationship between nature of work and job
satisfaction. Hence, the banks willing to increase job satisfaction level should
focus more on nature of work.
2. The study revealed positive relationship between working hours and job
satisfaction. Hence, the banks willing to increase job satisfaction level should
focus more on working hours.

3. The stress has negative relationship with job satisfaction the result hence
indicates that higher the stress, employees job satisfaction will decrease. Thus,
banks willing to increase employee satisfaction should try to decrease its work
pressure i.e. stress and increase the level of job satisfaction.

4. The relationship with co-worker is positive and the coefficients are significant.
The result hence indicates that better the relationship with co-worker, higher
would be the job satisfaction of employees in commercial banks. Thus, banks
willing to increase employee satisfaction should try to maintain good relationship
with co-worker and increase the level of job satisfaction.

5. There is positive and significant relationship between physical working condition

and employee job satisfaction. It indicates that improving in working condition
i.e. physical facilities and equipment’s by commercial banks will lead to an
increment in job satisfaction of Nepalese commercial banks. Thus, banks willing
to increase employee satisfaction should try to improve its physical working
condition and increase the level of job satisfaction.

6. The result for motivation is positive and significant. The result hence indicates
that higher the motivation to the employees of the bank, higher would be the job
satisfaction of employees in commercial banks. Thus, banks willing to increase
employee satisfaction should try to improve its motivation level and increase the
level of job satisfaction.

7. The study has revealed positive relationship between nature of work and
employee’s performance. Hence, the banks willing to increase employee’s
performance level should focus more on nature of work.

8. The study revealed positive relationship between working hours and employee’s
performance. Hence, the banks willing to increase employee’s performance level
should focus more on working hour.
9. The stress has negative relationship with employee’s performance the result
hence indicates that higher the stress, employee’s performance will decrease.
Thus, banks willing to increase employee’s performance should try to decrease
its work pressure i.e. stress and increase the level of employee’s performance.

10. The relationship with co-worker is positive and the coefficients are significant.
The result hence indicates that better the relationship with co-worker, higher
would be of employee’s performance in Nepalese commercial banks. Thus,
banks willing to increase employee performance should try to maintain good
relationship with co-worker and increase the employee’s performance.

11. There is positive and significant relationship between physical working condition
and employee’s performance. It indicates that improving in working condition
i.e. physical facilities and equipment’s by commercial banks will lead to an
increment in employee’s performance of Nepalese commercial banks. Thus,
banks willing to increase employee satisfaction should try to improve its physical
working condition and increase the level of employee’s performance.

12. The result for motivation is positive and significant. The result hence indicates
that higher the motivation to the employees of the bank, higher would be the
employee’s performance in Nepalese commercial banks. Thus, banks willing to
increase employee satisfaction should try to improve its motivation level and
increase the level of employee’s performance.

5.4 Scope for future research

This study can be regarded as the preliminary steps in investigating the relation
between working condition and job satisfaction in context of Nepalese commercial
banks. The study remains enough ground for future researchers which are listed
below:

1. This study has mainly considered six variables of job satisfaction. So, in
future the study can be conducted by including other variables like salary,
promotion, job security and so on.

2. This study has taken only primary data as sample. Academicians are suggested
to take secondary data as a sample for more convenient result.
3. The future studies can be carried out by selecting other financial institutions
like development banks and finance companies to grab wider view of
relationship between working condition and job satisfaction.

4. Future studies may explore other constructs that relate to job satisfaction
practices factors.

5. This study is based on the survey of commercial bank’s branches inside the
Dhanghadi valley. Therefore, to incorporate wide geographical character of
the respondents, further studies can be carried out by extending the survey
outside the Dhanghadi valley.

6. This study has applied linear regression model. Furthermore, the study can be
done by using some advanced statistical tools such as using non- linear
statistical tools and bidirectional causality tools.
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