NEW GLOBAL VISION COLLEGE

SCHOOL OF POST GRADUTE STUDIES

MASTERS OF BUSINESS ADMINISTRATION

THE EFFECT OF EMPLOYEES JOB SATISFACTION ON

ORGANIZATIONALCOMMITMENT: THE CASE OF PUBLIC SERVICE
AND HUMAN RESOURCE DEVELOPMENT OFFICE, NIFAS SILK
LAFTO SUBCITY, ADDIS ABABA.

BY: MULUNEH GEMECHU

ADVISOR: GEBRE SORSA (PhD)

FEBRUARY, 2022
ADDIS ABABA, ETHIOPIA
Table of Contents
CHAPTER ONE..................................................................................................................................1
INTRODUCTION...............................................................................................................................1
Background of the Study.................................................................................................................1
1.2 Background of the Organization...................................................................................................2
1.3. Statement of the Problem.............................................................................................................2
1.4 .Research Questions......................................................................................................................3
1.5. Objective of the study...................................................................................................................3
1.5.1 General Objective...................................................................................................................3
1.6. Significance of the study..............................................................................................................4
1.7. Scope of the Study........................................................................................................................4
1.8. Limitations of the study................................................................................................................5
1.9. Organization of the study.............................................................................................................5
1.10. Operational Definition of key terms...........................................................................................5
CHAPTER TWO.................................................................................................................................7
REVIEW OF RELATED LITERATURE..........................................................................................7
2.1 Theoretical Literature Review.......................................................................................................7
2.1.1 Concepts of employees of job satisfaction and organizational commitment.............................7
2.1.2 Concepts of employees of job satisfaction.................................................................................7
2.1.3. Concepts of Organizational commitment........................................................................12
2.1.4 Theories of employees Job Satisfaction............................................................................12
2.1.4.1 Maslow’s hierarchy of need..................................................................................................13
2.1.4.2 Herzberg’s motivation- hygiene theory.................................................................................13
2.1.5. Rival Theories.........................................................................................................................14
2.1.6 Social Exchange Theories........................................................................................................16
2.2. Satisfaction Measurement..........................................................................................................17
2.2.1 Employee Job Satisfaction: Independent Variable...................................................................17
2.3 Model of Commitment................................................................................................................18
2.3.1. Affective commitment dimension...........................................................................................18
2.3.2. Continuance commitment dimension......................................................................................19
2.3.3. Normative commitment dimension.........................................................................................19
2.4. Impact of employee job satisfaction to organizational Commitment.........................................20
2.5. Empirical Literature Review......................................................................................................22
2.6. Conceptual Framework...........................................................................................................23
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY............................................24
3.1. Research designandapproach.....................................................................................................24
3.2. Population of the study...............................................................................................................25
3.3 Sample size and sampling techniques.........................................................................................25
3.3.1 Sample size...........................................................................................................................25
3.3.2 Sampling technique..................................................................................................................26
3.4 Sources of data............................................................................................................................26
3.5 Data collection tools....................................................................................................................27
3.5.1 Questionnaire............................................................................................................................27
3.6 Data collection procedures..........................................................................................................28
3.7 Data analysis method...................................................................................................................28
3.8 Ethical Consideration..................................................................................................................29
4. Time and Cost Schedule................................................................................................................29
4.1. Schedule of Activity and Time Frame....................................................................................29
4.2. Financial Budget.....................................................................................................................29
Reference.............................................................................................................................................a
 CHAPTER ONE
INTRODUCTION
This chapter presents an introduction to the study, which includes: Background
of the study, description of the study, statement of the problem, the research questions
that govern the study, the intended objectives, significance of the study, and scope of the
study, limitations, and operational definition of terms finally organization of the research.

Background of the Study

Now a day’s competitive and energeticimpression Job satisfaction is essential problem for
allorganization no matter whether in public or private organizations or working in highly
developedor underdeveloped countries. When human resource is satisfied in terms of their jobsthen
productivity level will increase. It is because that “employees who have higher job
satisfaction are usually less absent, less likely to depart, more productive, more likely to
display organizational commitment and more likely to be satisfied with their lives”
(Llease, 1998).The term job satisfactions ask the attitude and feelings human beings have about
theirwork. Positive and favorable attitudes toward the work advise process happiness. Negative
andunhelpful attitudes in the direction of the work suggest activity dissatisfaction
(Armstrong,2006, p.264).Since the time when the profession of people became a socially
hugephenomenon; social scientists focused their interest on the matter of job delight. Even
fromearly day’s social scientists careworn the importance of studying job satisfaction of people in
abusiness atmosphere. Job satisfaction has been described as an output of a portion environment.
An employee who is satisfied with what is obtained from the organization will give morethan what
is expected and he will continue to try to improve his performance, whereas
employees who have low job satisfaction have a tendency to involve work as dull and boring, so
he works with forced and carelessly. So, it is a must for an organization to identify
employees of job satisfaction that makes employees satisfied to work there so that the
stronger the commitment of the organization and the success of employee job
satisfaction will increases.In all organization employee commitment is foundation for achieving
organizationalsuccesses. Individuals in low level of commitment will do only enough to work by
themor what expected from them. They do not place their heart in to the job and mission of the
organization. They seem to be more focus with private success than with the success of
the organization as a whole. Peoples with low level of commitment more likely consider
themselves as outsiders and not as long term members of the organization. A prominent job
offer elsewhere is very likely to result in their leaving. In contradictory, employees with
high commitment to an organization see themselves as a crucial element of the
organization. Anything that threatens the organization is coming up danger to them as
well. Committed humanresources work for the institute as if the organization belongs to them

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1.2 Background of the Organization
Thestudywill be conductedatNifasSilkLaftoSub-City Administration. NifasSilkLaftoSub-
CityAdministrationisoneofthe11 Sub-Cities andthe administrative structure of Sub-City
includes 32 Offices. Public Service and Human Resource Development Office is oneofthe
office which includes 13 work team giving Service to the employees under NifasSilk
LaftoSub-City Administration and 155 employees.This office giving services compensation
and benefits, recruiting and staffing, safety and compliance, training and development, to
provide the employees with the capability to manage…etc. Theofficehasitsownclearvision,
missionand value

1.3. Statement of the Problem

Job satisfaction is an attitude of an employee over a period of his/her job. As a result, the
factors of job satisfaction and dissatisfaction change over the period of time. According
to Schermerhorn,et.al,(2012) job satisfaction defined as “an attitude reflecting aperson’s
feelings toward his or her job or job setting at particular point in time”.Job satisfaction it's
far linked with different place ofbusiness behaviors; together with organizational
commitment (Getahun, Tefera&Burichew,2016). Previous research findings show that
interest enjoyment has a great courting withcommitment (Chughtai&Zafar, 2006).
Employees who revel in attentiondissatisfaction or work-related pull are much more likely
to be absent or past due for work(McShane and Glinow, 2010). Employees working within
the districts have showed a highabsentees and late comers. Employees with low
organizational commitment have a strong causeto go away (Noe, Hallenbeck, Gerhart&
Wright, 2011). Hence, job satisfaction is the crucialelement for effusive overall
performance and efficiency of business agency through ensuringovergenerous moral and
commitment, and avoiding component like absenteeism and turnover. Thus,job satisfaction
is one of the critical standards for organizing a healthful organizationalenvironment.
As far as the researcher‘s knowledge, there are no studies that tested the effect of job
satisfaction on organizational commitment in Nifas Silk Lafto Sub City. As a result, this
study will be essential in contributing to fill this research gap by means of examining the
extent of employee‘s job satisfaction and organizational commitment and the impact job

2
satisfaction has on organizational commitment with the assist of taking at Nifas Silk Lafto
Sub City will select.Therefore; it is not easy for the managers’ to recognize factors which
affect thesatisfaction of employee in the organization in order to get satisfied employee.
1.4 .Research Questions
This research addresses the following basic research questions:

1. What factors affect job satisfaction in Public Service and Human Resource
Development Office of Nifas Silk Lafto Sub-
CityAdministration,AddisAbaba,Ethiopia?
2. What factors affect organization commitment in Public Service and Human
Resource Development Office of Nifas Silk Lafto Sub-City Administration, Addis
Ababa, Ethiopia?
3. What does arelationship between employees’ job satisfaction and organizational
commitment in Public Service and Human Resource Development OfficeNifas Silk
Lafto Sub-City Administration, Addis Ababa, Ethiopia?
4. To what extent does job satisfaction effect organizational commitmentatNifas Silk
Lafto Sub-City Administration, Addis Ababa, Ethiopia?

1.5. Objective of the study

1.5.1 General Objective
The general objective of the study willexamine the effect of job satisfaction on
organizational commitment in Public Service and Human Resource Development
Office,NifasSilkLaftoSub-City.
1.5.2 Specific Objectives
The specific objectives of the study are:

1. To identify the factors that affect job satisfaction in Public Service and Human
Resource Development Office of atNifas Silk Lafto Sub-City Administration, Addis
Ababa, Ethiopia.
2. To study the factors that affect organization commitment in Public Service and Human
Resource Development Office of atNifas Silk Lafto Sub-City Administration, Addis
Ababa, Ethiopia.
3. To determine the relationship between employees’ job satisfaction and organizational
commitment in Public Service and Human Resource Development OfficeatNifas Silk
Lafto Sub-City Administration, Addis Ababa, Ethiopia
4. To examine to what extent job satisfaction impacts organizational commitment
atatNifas Silk Lafto Sub-City Administration, Addis Ababa, Ethiopia
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1.6. Significance of the study
Organizations see employees as an important investment and they need to be managed
well through strong and affective motivation. Commitment can be defined as a force that
helps connect, combine and attach an individual to the way of accomplishment that is
important to the appropriate aim, goal and objective. Moreover; it can help to predict the
goals, objectives, enhance productivity and decrease absenteeism and turnover in any
organization (Abeer Imam.et.al, 2014).

The result of the study will have many benefits and it is highly important for the
administration bodies of Public Service and Human Resource Development Office and it
has practical significance ingetting information on how to best help organization in
developing committed human resource.Thus, this study provide direction to the
organization in order to begin areas that is, therelationship between employees of job
satisfaction and commitment. The organizationalso isready with useful information
regarding employees of job satisfaction, whichhelps to formulate policies accordingly.The
study result may help inpossible reduction in training costs to an organization, and retaining
expertise andknowledge of office operations.In addition to the study will serve as an
ininitial starting point for other studies, which may focus on similar topics and issuesrelated
to effect of job satisfaction. Thus, the study helps for future adjustment andimproves
literature on this specific issue.
1.7. Scope of the Study
The purpose of this study will beto examine how employees of job satisfaction affect
employee commitment inPublic Service and Human Resource Development OfficeatNifas
Silk Lafto Sub-City,Addis Ababa. The reasonwhy the study only emphasis on the Public
Service and Human Resource Development OfficeNifas Silk Lafto Sub-City is that, ithas
the number of employees and number of Sub-Cities in Addis Ababa and it’s difficult to
consider all Sub-Citiesdue to time, money and other constraints.Concerning methodological
scope,the research will use quantitative and qualitative research design. The rationale
behindusing quantitative and qualitative research approach is because it is the
appropriatemethod to address the research questions. Thus; the researcher assume that the
choosesamplerepresenting all population.In the case of measurement of variables of the
research to measure employeesorganizational commitment Meyer, Allen, and Smith(1993)
4
revised version of threecomponent organizational commitment instrument will use. Thus,
the three componentmodel of organizational commitment(affective, normative and
continuance commitment)developed by Allen and Meyer(1991) that characterizes
commitment by differentmindsets- desire, obligation, and cost. However, in this study to
measure job satisfactionSpecter's(1985) nine job satisfaction factors (pay, promotion,
supervision, fringe benefits,contingent reward, operating procedures, coworkers, nature of
work and communication)along with Hertzberg's motivational and hygiene factor were
used.The time horizons for this study will cross-sectional which refers to the study of
aparticular phenomenon (or phenomena) at a particular time.
1.8. Limitations of the study
Thelimitations of this research will be, first, that there are possible to be others determinate
of jobsatisfaction contributing to organization commitment not identified in this particular
organization. Secondly, the empirical part of the research has a limit to generalization.
Thirdly, the researcher adopted only in closed ended questionnaire and interview analysis
only. The other limitation will relate to using self-reporting questionnaire to gather data
for both the independent and dependent variables which involves a risk of self-report
response bias. Self-reporting bias happens as respondents become unwilling or unable to
respond accurately due to different reasons and it refers to the research measurement
inaccuracy that originates with the respondents and which affect negatively the quality of
the study and thus, in order tolessenthis limitation respondents will brief about the purpose
of the study and theimportance their genuine response will have on the success of the study.
1.9. Organization of the study
The paper will organize into five chapters. The first chapter deals with information
about the introduction which including background of the study, statement of the
Problem, objective of the study, research questions, significance of the study, scope of
the study, limitations of the study, and organization of the study. The second chapter
deals with theoretical, empirical and conceptual literature review. The third chapter deals
with explain methodology of the research.
1.10. Operational Definition of key terms
Organizational Commitment: organizational commitment is a psychological state that binds
an employee to an organization, thereby reducing the incidence of turnover and the
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constructs are affective, normative, and continuance organizational commitment (Allen and
Meyer,1990)
Affective Organization Commitment: The effective emotional attachment to identification
with, and involvement in the organization (Allen & Meyer, 1990).
Normative Organization Commitment: A feeling of obligation to continue employment
(Allen & Meyer, 1990).
Continuance Organization Commitment: The wish associated with leaving the organization
(Allen & Meyer, 1990).
Job satisfaction: Job satisfaction represents a cluster of evaluative feelings about the job
(Spector, 1985).
Pay- amount and fairness or equity of salary (Spector,1985).
Promotion-opportunities and fairness of promotion (Spector,1985).
Supervision-fairness and competence at managerial tasks by ones supervisor Spector,1985).
Benefits- insurance, vacation, and fringe benefits(Spector,1985).
Contingent procedures-sense of respect, recognition and appreciation(Spector,1985).
Operating procedure-policies, procedures, rules, perceived red tape(Spector,1985).
Coworkers- perceived competence and pleasantness of ones colleagues (Spector,1985).
Nature of work- enjoyment of the actual tasks themselves (Spector,1985).

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 CHAPTER TWO
REVIEW OF RELATED LITERATURE
In this chapter, relevant literature on the key concepts and the theories that are relevant to
the research topic will review’ The chapter address concepts and definition of
employee job satisfaction and organizational commitment, as well as its theories and
models instruments will use for measuring the dependant and independent variables.
Finally, this chapter ends with the development of theoretical frame work to be test in
the study.

2.1 Theoretical Literature Review

This section discusses theoretical literature associated with the research. It includes
concepts of employees of job satisfaction and commitment, definition of origination
commitment, employee’s job satisfaction and organizational commitment theories.

2.1.1 Concepts of employees of job satisfaction and organizational commitment

2.1.2 Concepts of employees of job satisfaction
Job satisfaction is one of the most extensively researched concepts in organizational
psychology and most recently in human resources management; yet most workers are
never satisfied with their jobs and the rewards accruing from the Job. Hence, this paper
focuses on the investigation of Employees of job satisfaction to increase organizational
commitment. Additionally; intrinsic job satisfaction generates confidence, loyalty and
commitment to the organization (Khamis&Ghaffar, 2012).It also refers to the motivation
factors (recognition, achievement, opportunity to use and develop human capacities,
advancement and responsibility). If an employee satisfied with these, they will be
motivated to do their job effectively and efficiently. But, if an employee did not satisfy
with these, they will be motivated and leads to the inefficient and ineffective in doing
their job (Ahmad et al., 2012). In contrast, extrinsic satisfaction is often defined as
external job factors and working environment that affecting employee attitudes and
behavior. Extrinsic satisfaction is also called as hygiene factors, where it refers to
compensation, interpersonal relations, supervision, policy and administration, safe and
healthy, the opportunity for continued growth, social integration, constitutionalism in the
work organization, work and total life space, social relevance of work life, status and job
security (Elizabeth &Zakkariya, 2015). If an employer’s failed to create good work
related factors and working environment, employees will not satisfy with his or her work.

7
In contrary, if an employer implements good working environment, employees tend to be
motivated in doing their job (Kasim& Gharfar,2012).Intrinsic motives are created
internally, as brain directed or cognitive factors. Therefore,they are not tangible, yet have an
effective impact on motivation. They include feelingsof responsibility, achievement,
accomplishment etc. Intrinsic motivations lead toperforming meaningful work. Intrinsic are
not only long term effective, but alsobeneficial to the organization in other ways as well,
because they are not as costly asextrinsic rewards. Innovation is again an important factor,
related with better carrierperformance. Creativity is enhanced or stimulated when the task is
interesting. The offeris an intrinsic factor, known as intrinsic task motivation (Robbins,et.al,
2015).
As insisted by Herzberg, factors associated with work or outcomes of the same, such as
promotional opportunities and growth opportunities are intrinsically rewarded employees,
(Robbins et al., 2015). When an employee is in a state with the power of decision
making, as he naturally gets the feelings of responsibility of the made decisions, the
individual sets free his commitment to achievement. Delegation is the process of giving
decision making authority to the low level employees. In order to achieve the goals of the
process successfully, the key decision maker should be able to coordinate resources and
get the cooperation of relevant subscribers. Finally, the research evaluates employee’s
willingness to be with the organization, in order to measure the motivated behavior.
Accordingly, Motivational factors play an important role in increasing employee job
satisfaction
In addition to these; various authors have identified the different factors that influenced
job satisfaction. This includes but not limited to: Salaries and benefits, organizational
climate, autonomy, achievement, recognition, job security, workplace flexibility, degree
of professionalism, communication, working conditions, interpersonal relationships, job
importance and others.However; it cannot also be forget that leadership style has also great
impact in theemployee’s level of job satisfaction and it is also a driver in attaining the
organization’sgoals and objectives. Schermerhorn (2008) introduced that the 5 facets of job
satisfactionas also measured by the Job Descriptive Index (JDI) a popular questionnaire:
(1) Thework itself responsibility: interest and growth,
(2) the quality of supervision: should havetechnical help and social support,

8
(3) the relationship with coworkers: holds socialharmony and respect,
(4) promotion opportunities: having chances for furtheradvancement and
(5) pay: efficient pay and perceived fairness compared to peers.

Similarly; other researcher’s assess the factors that conducive to job satisfaction are: pay,
work, environment, coworkers (Robbins, 1998). The organization having appropriate
work tools, capitals, and development opportunity and a reasonable workload all
considerably affect a worker’s job satisfaction (Ellickson,M.c. &Logsdon,k., 2001).
Other researchers explain job satisfaction as attitude towards the work, co-worker
relationships, supervision style, organizational strategy and support, salary, promotion
and progress (Shah.S. &Jalees.T, 2004).Finally; according to Herzberg Two factor (job
satisfaction) theories describes as follows:
1. Extrinsic Job Satisfaction (EXJS)
The extrinsic factors are supervision, working conditions, co-workers, pay, policies and
procedures, status, personal life, and job security (Herzberg, 1966). Herzberg claimed
that these factors did not serve as satisfiers, but their absence could well be a source of
dissatisfaction. Thus, a neutral state would obtain.
A. Supervision. Herzberg (1966), associated that this factor with an employee’s general
attitude about his/her relationship with an immediate supervisor. Negative perceptions in
this category have been shown to have a substantial influence on lower job satisfaction,
commitment, and the intent to quit (Mardanov,I.,Sterrett,L., &Baker,J., 2009). A positive
supervisor-employee relationship influences the quality of two-way communication,
trust, and performance while increasing job satisfaction, organizational commitment, and
lower intentions to quit (Harris,&Engdahl, 2007).

B. Work Conditions. This item concerns the physical work atmosphere including space,
lighting, ventilation, and equipment (Herzberg, 1966). In a study of industrial and office
workers conducted by Lee (2006) job satisfaction was found to be positively related to
individual flexibility, personal control of the immediate work environment, social
interaction, privacy, and few distractions or disruptions.

9
C.Co-Workers. The quality of interpersonal relationships between co-workers at all
levels influences the good feelings and positive support associated with job satisfaction
(Harris,J.,Winskowski,A.M.,&Engdahl, B., 2007).

D. Pay Research has shown that compensation does not have a long-term motivational
effect (Furnham, 2006). Nor does it necessarily increase productivity. However, He
found that if pay does not meet expectations or there is disparity, motivation and
performance is negatively affected. Further, uniform pay adjustments are less
motivational than merit based increases. Finally, his study showed that employees would
exchange pay for other benefits like time off and job security.

E.Policies. Herzberg (1966), stated that by attached this factor to employee perceptions
about communications, administrative practices, and benefits overall. In this regard,
policies, procedures, and practices that reflect a genuine interest in employee well-being
encourage organizational commitment (Anuna, 2017). However, if the actual leadership
style is inconsistent with extant policy, job satisfaction and commitment will decline
(Blevins, 2005).
F. Job Security. This factor refers to objective considerations that could affect job
stability or tenure (Herzberg, 1966). It also concerns matters such as level of
responsibility and opportunity for advancement (Ito, J. &Brotheridge,C., 2007).
Reductions in these areas lead to lower levels of commitment
G. Status: According to Herzberg, (1966), it is defined as any recognition that would
enhance an employee’s sense of importance, prominence, or position in life.
H. PersonalLife: it shows how an employee’s job affects his/her personal situation
(Herzberg, 1966). For example; a study by Saltzstein et al. (2001) found that most
employees have personal responsibilities that recur daily which may require their
attention before and/or after work. They explained that demographic and sociological
shifts since Herzberg’s report have further complicated this factor beyond initial findings.
2. Intrinsic Job Satisfaction (INJS)
On the other side of the factors are the intrinsic job satisfaction such as achievement,
recognition, the work itself or job, responsibility, advancement or development, and
personal growth (Herzberg,1966). By contrast, their absence was not necessarily

10
dissatisfying. However, when present, they could be a motivational force. Moreover, Job
satisfaction or motivation could be improved by restructuring work with increased
chances for advancement, personal development, recognition, and responsibility
(Ramlall, 2004).
A. Achievement: Herzberg (Herzberg, 1966) explains this factor with feelings of
accomplishment or success such as fulfilling a task or addressing an issue. Employees
who demonstrate a strong orientation for achievement may be characterized by working
long hours, accepting challenging tasks, and a willingness to do whatever it takes to reach
maximum outcomes (Scott,K.,Moore,K., &Miceli, M,, 1997).
B. Recognition: It is related to positive or negative feedback about an accomplishment
doing the task efficiently (Herzberg, 1966). It can be considered as an effective means of
motivation and a signal from supervision to employees that they are valued for their
contributions (Richardson, 2003). Unfortunately, this constructive concept is all too often
underutilized by leaders (Nelson, 2002). Indeed, Nelson found that even financial
recognition may results in higher levels of motivation.
C. Responsibility A meta-analysis by Dole and Schroeder was found in his study job
satisfaction can be increased or decreased as levels of authority over the job grew. This
finding corroborates Herzberg‟s conclusion(Dole &Schroeder, 2001).
D. Advancement: This factor explained by an attitude of employee‟s with change in
position or status following a change in position or status (Herzberg et al., 1959;
Herzberg, 1966). The study there was found on positive relationship between
organizational support for this factor and it improved job satisfaction along with a lower
degree of intent to quit was found (Jawahar&Hemmasi, 2006).
E. Growth: These factors relate with advancement but advancement goes to an actual
change; while growth is a means for the potential for advancement in the future
(Herzberg, 1966). Therefore growth can be taken in the form of vertical or horizontal
mobility, developmental opportunities, or acquisition of skills (Carmeli, Shalom, &
Weisberg, 2007).
E. The Work: Herzberg’s et al.(1959) Herzberg, 1966) states that the theory concerns
personal employee attitudes about the job requirements and assigned tasks (Freed, 2003).
This includes complexity and scope of work. The study results employee perceptions on

11
their work have a direct influence on job satisfaction (Freed, 2003; Wong, Hui, & Law,
(1998). Therefore, job design is an important consideration to examine motivational levels
among workers.

2.1.3. Concepts of Organizational commitment

Conceptually, organizational commitment has certain causes and effects. The
organizational commitment can be generally classified in to two such as variable related
to the organization and those related to the person. It has several influences to the
organization as well as to the employees. Hence; Commitment is the attachment and
loyalty to the firm and about how strongly one associates its feelings with the
organization. In an organizational behavior perspective, organizational commitment is
often defined as the level of employees, feeling of responsibility towards the organization
(Hyun-Woo et al., 2015). Furthermore; according to (Elizeberth&Zakkariya, 2015)
organizational commitment has three components as follows: Affective commitment
means an emotional connection to the organization. Continuance commitment means
perceived costs associated with leaving the organization. Normative commitment means
emotion of obligation towards organization. In a job satisfaction model, many scholars‟
assume that intrinsic satisfaction, extrinsic satisfaction and organizational commitment
are distinct constructs, but highly interrelated. For example, increasing the ability of
provides high order job satisfactions that are intrinsic and extrinsic satisfactions may
results high level of organizational commitment (Chih-Cheng et al., 2015). Thus, it
initiate the researchers to fill in the gap of literature by quantifying determines of job
satisfaction impact on organizational Commitment.

2.1.4 Theories of employees Job Satisfaction

Several theories of job satisfaction have been constructed to explain what makes people
satisfy with their works. A review of job satisfaction literature indicates that job
satisfaction is a multi- dimensional construct and there is no single general agreement on
the definition or determinants of job satisfaction. Therefore, different researches
explained various theories related to employees job satisfaction in different ways.
Maslow’s and Herzberg’s two factor theory forms the theoretical framework on which

12
the study is based. Therefore, it is necessary to describe these theories as follows:
1. Maslow’s hierarchy of needs, and
2. Herzberg’s motivation- hygiene theory

2.1.4.1 Maslow’s hierarchy of need

Motivation is one of the most critical factors in affecting human conduct and
performance. Maslow’s hierarchy of needs is considered as one of the most fundamental
motivation theories in the work place that originated from a theory of personality
development in psychology.As Maslow says our actions as human beings are motivated in
order to attain certainneeds. Maslow(1943) identify the five different levels of needs, to
which he assignsdifferent levels of relevance like if the average citizen is satisfied or
motivated perhaps85% by physiological needs, 70% in his safety needs, 50% in his love
needs, 40% in hisself-esteem needs and 10% in his self-actualization needs’
(Maslow ,1943).
2.1.4.2 Herzberg’s motivation- hygiene theory
Herzberg’s two factor theory stated that job satisfactions are determined by two factors:
intrinsic and extrinsic factors. Herzberg’s two factors theory provides the fundamental
and useful tools in order to create and ensure the job satisfaction. The factor which is
intrinsically job satisfaction is critical and fundamental in enhancing the job satisfaction
(Bas-sett-Jones & Lloyd, 2005). In the meanwhile, Researchers still criticizes Herzberg’s
theory and shows that the intrinsic and extrinsic aspects impact on both the job
satisfaction and dissatisfaction but does not solely influence on either factor as stated in
Herzberg’s theory. Hence, there are factors that are not stated in the Herzberg’s theory
have relationships with job satisfaction such as culture. Furthermore, the organizational
commitment theory was developed by Meyer and Allen (1991), who state that the
orgenerational commitments include attitude and psychological statement which link
theemployee with the organization. (ibid.,p.15) show that organizational commitment
relatesto psychology which are derived from three factors seen as critical to define
therelationship between employees and their organization, and the outcome decision
onwhether employees stay or leave their organization (Van-Olffen, & Roe,
2008).Finally,job stress theory was the theoretical foundation of this study. Regarding to

13
job stress,there were many theories which tried to define job stress and how it impacts on
theperformance of employees. Parker et al. (2001) explained that employees experience
jobstress when they face with dysfunction phenomenon or when they endure and react
tounexpected or even threatening conditions and situations in the workplace. When
jobstress occurs in the working time, the employee behaves differently from their
normalpattern. Thus, job stress negatively impacts on the employee outcome and in
turnnegatively affects the benefit of organization (Jamal, 1990).
2.1.5. Rival Theories
Different researchers have conducted studies that results shows in contrary findings from
those of Herzberg. Wiley(1997) conducted one of the prominent studies contradicting
Herzberg’s Findings that Herzberg’s two-factor theory was valid regardless of gender,
age, occupational Level and background. Wiley questioned 460 out of them 326 full-time
workers, 133 part-time workers and those People are working in various industries,
including manufacturing, utilities, services, government, retailing, and health care. From
the findings were that both pay and job security were a very important motivators. The
Wiley study included additional contradictory results from Herzberg: motivational factors
change over a person’s life; demographics play a role in a person’s motivation, full and
part-time employees taken as job related factors differently, and pay taken as the most
important motivator for all age groups.I chose Herzberg’s two-factor theory rather than
Maslow’s hierarchy of needs theory toexamine the problem of employee commitment.
Herzberg’s theory is a continuation ofMaslow’s theory. Herzberg used as a base Maslow’s
theory a step further by examiningfactors that meet the employees’ needs as identified by
Maslow’s theory. Herzberg’s twofactor theory aligns with Maslow’s hierarchy of needs
theory (Tilekar&Pachpande,2014).
Maslow develops a pyramid to indicate the various stages a person may gothrough to reach
self-actualization. Maslow’s theory of hierarchy of needs is one of themost highly
recognized motivation theories (Md&Nurullah, 2014). Maslow developedhis theory based
on people reaching self-actualization through completion of each of fivestages
corresponding to human needs (Maslow, 1943). Those five stages includes:physiological
needs: basic needs of survival such as food and water, safety needs:security and stability,
social: love and belonging, self-esteem: respect and recognition,and self-actualization:

14
realization of potential (Cao, et al., 2013).Maslow’s hierarchy ofneeds theory assumes that
all people behave in the same way (Nain, 2013).Level 5 is the survival mode. At this stage,
an employee is working for financial reasonswith limited or no loyalty to the job or the
organization. Stage 4 is the security stagewhen an employee is not fully engaged in the
current work situation and is seeking a newopportunity. Stage 3 is ambivalence, when the
employee is nearly engaged in the workenvironment; however, there are elements of the job
and work environment that are notacceptable. Stage 2 is full commitment in all aspects of
the employment. The selfactualization is Stage 1; the time when an employee extends
outside of their needs andreached out to other to mentor and inspire others. Stages 4 and 5
have the potential for
higher turnover based on Maslow’s hierarchy of needs pyramid (Maslow, 1943) because
the employee is missing the essential elements for job satisfaction; therefore, the
employee continues to seek a new opportunity.Similarly; there are scholars who support
Maslow’s hierarchy of needs theory. TaorminaandGao(2015) tested the notion of
satisfaction at a lower level of a hierarchical structureleads to a Prediction of satisfaction at
the next left of the pyramid they supportedValidation of Maslow’s theory. Milheim(2012)
analyzed satisfaction of studentsattending online classes.
The conceptual framework used for the study was Maslow’shierarchy of needs. He chose
Maslow’s theory because of Maslow’s research on theimpact of motivation on the learning
experience.The study supported Maslow’s hierarchy of needs theory and suggested that
Maslow‟stheory could have universal adaptation. There has also been criticism of
Maslow‟stheoryby many scholars based on Maslow’s methods, philosophy, and pyramid of
hierarchy(Bouzenita, &Boulanouar, 2016). Maslow’s theory is missing the behavioral
elements,which explain the primary and secondary reinforces that explain the
stageprogressions(Harrigan, 2015).Vroom (1964) expanded on Herzberg’s motivational
theory by claiming that people areconsciously motivated to make choices based on what
they believe the outcome of thebehavior will be. Vroom based the expectancy theory on the
idea that people believe theiractions will result in effective performance, with an outcome
of receiving rewards(HemaMalini, &Washington, 2014). The expectancy theory follows a
consequentialformula: expectancy, effort results in high performance; instrumentality,
performance is arequirement of successful outcomes; and valence, an analysis of goals and

15
outcomes(Hsu, Shinnar, & Powell, 2014).Vroom’s theory, expectancy theory, encourages
employers to reward employees forperformance based on the employee deserving the
reward and wanting the designatedreward (HemaMalini, & Washington, 2014). When
employees do not feel satisfied,following Vroom’s theory, one may speculate that employee
job satisfiers and employeejob dissatisfies may cause employees to consider leaving an
organization. Managers havethe opportunity to make changes to ensure employees achieve
the three stages of theexpectancy theory, potentially ensuring how to increase
organizational commitment.
Earlier studies include (Locke, 1976), in which he stated that there is an overlap between
the human needs and factors, while Herzberg claimed there is no parallel relationship
between human needs and factors. Locke believed that intensity should be the standard
measurement of motivation, not as Herzberg claimed (frequency). To reinforce his
thinking, Locke stated that a factor that occurs infrequently may have a higher level of
dissatisfaction than a factor that occurs frequently. Locke noted that there is a difference
between a person’s needs and a person’s values. Herzberg did not consider individuality
in developing his theory.
2.1.6 Social Exchange Theories
One of the most famous theories related to employee commitment is Social exchange
theory.Social exchange theory (SET) has for a long time acted as one of the main
theories for explaining and understanding the motivational basis behind behaviors in the
workplace, connecting concepts of social psychology, sociology, and anthropology
(Settoon,R.P.Bennett,N.,&Liden,R.C., 1996).
The theory provides a theoretical basis of why employees determine to become more
committed or less committed in their work. According to Social Exchange Theories,
responsibilities are created through various interactions of parties who are interdependent
with each other. Basic principle of Social Exchange Theories is relationship develops
overtime in to expectation, trustworthy and mutual commitment as long as both parties
accept some rules of exchange. The rules of exchange involve mutually accepted rules so
that the movements of one party would lead to reaction by the second party. Therefore,
one way for employees to repay their organization is through their commitment level.
That is, employees „commitment levels depend on the advantages they receive from the

16
organization.
Showing dedication to one’s work in large amounts of cognitive, emotional, and physical
resources is a perceptive way for employees to show their appreciation to their
organization’s services. Consequently, employees with higher level of commitment are
likely to be in good quality relations with their organizations and would likely to report
positive behavior and objectives towards employers. On the other hand, when employers
become unsuccessful to provide these benefits or resources to workforce, they are more
likely to disengage to their job roles.
2.2. Satisfaction Measurement
Measuring employee job satisfaction and employee dissatisfaction is important for
business management to develop initiatives to increase commitment in the origination.
Selecting the appropriate measurement tool for a study is essential to the validity of the
results. Many measurement tools have been developed and validated. A problem with
measuring job satisfaction is that the results are not always representative of true job
satisfaction (Jafari, & Hamid,2013). It is common for surveys to measure multiple
constructs along with job satisfaction, which supports the need for a revised instrument in
consideration of time and participants? (Khalilzadeh et al., 2017).
A faceted approach is meant to measure specific job criteria resulting in a specific
behavior (Jones,Laquetta;Franceschini, Louis., 2017).Faces Scale and the Job in General
Scale (JIG) are examples of instruments used to measure a global survey approach. The
Minnesota Satisfaction Questionnaire (MSQ) and the Job Descriptive Index (JDI) are
examples of instruments used to measure a faceted approach.
2.2.1 Employee Job Satisfaction: Independent Variable
Job satisfaction has been perceived principal factor which is closely link with
organizational productivity with high level of commitment. Job Satisfaction is the degree
which is measuring those employees resembles their job and those are most certainly not.
(Judge et al.,2017) Said that when employee is satisfied to their job than it creates
charming pressure within organization, motivate employee to job well and organization
can get excellent achievement from them. On the other hand, dissatisfied employee
willingly tries to escape duty, high level of absents, when even they are in the job but try
to hide away from the job and do not thing about issues of organization which is affect
17
negatively organizational productivity. Therefore, most of the organization should try to
understand employees feeling, opinion about their job, as cited in (Miah, 2018).
Although there may be differences in definitions of job satisfaction, there remains a
central theme of personalization of feelings by the employee. Job satisfaction is not a
precise science; however, job satisfaction is evident when employees demonstrate their
highest level of skill (Che Nawi1,2016).He concluded increased employee job
satisfaction leads to increased customer satisfaction; ultimately leading to greaterpotential
for organizational Profitability and tenure .Leaders of organizations set goals forthe
Organization, which is critical to increasing the longevity of the organization.
Jobsatisfaction is an essential part of the goal setting. Various sources correlate to
employeejob satisfaction. There have been studies Conducted on the factors that impact
jobsatisfaction.Managers can increase employee commitment through analyzing Employees
of jobsatisfaction. It is beneficial to an organization to increase employee job satisfaction
andemployee commitment.
2.3 Model of Commitment
According to Meyer &Allen(1997) states commitment “is a psychological state that
characterizes the employees’ relationship with the organization and has implication forthe
decision to continue membership in the organization.”

2.3.1. Affective commitment dimension

This represents the individual’s emotional attachment to the organization. According to
ibid.,p.21, stated that affective commitment is “the employee’s emotional attachment to,
identification with, and involvement in the organization”. Organizational members, who
are committed to an organization on an affective basis, continue working for the
organization because they want to link closely with the same organization. Members who
are committed on an affective level stay with the organization because they view their
personal employment relationship as congruent to the goals and values of the
organization.The organizational commitment model explained by ibid., p.21, indicates that
affectivecommitment is influenced by factors such as job challenge, role clarity, goal
clarity, and goal difficulty, receptiveness by management, peer cohesion, equity,
personalimportance, feedback, participation, and dependability. Affective
commitmentdevelopment involves identification and internalization.

18
2.3.2. Continuance commitment dimension
The second dimension of the tri-dimensional model of organizational commitment is
continuance commitment. ibid.,p.21, define continuance commitment as “awareness of
the costs associated with leaving the organization”. It is calculative in nature because of
the individual’s perception or weighing of costs and risks associated with leaving the
current organization. ibid.,p.21 further he state that “employees whose primary link to the
organization is based on continuance commitment remain because they need to do so”.
This indicates the difference between continuance and affective commitment. The latter
entails that individual’s stay in the organization because they want to. Continuance
commitment can be regarded as an instrumental attachment to the organization, where the
individual's association with the organization is based on an assessment of economic
benefits gained organizational members develop commitment to an organization because
of the positive extrinsic rewards obtained through the effort-bargain without identifying
with the organization’s goals and values.
2.3.3. Normative commitment dimension
The last dimension of the organizational commitment model is normative commitment.
(ibid.,p.21), define normative commitment as “a feeling of obligation to continue
employment”. Internalized normative beliefs of duty and obligation make individuals
obliged to sustain membership in the organization. According to ibid.,p.21 states
“employees with normative commitment feel that they ought to remain with the
organization”. In terms of the normative dimension, the employees stay because they
should do so or it is the proper thing to do. Lee et al.(2013), found that employee
commitment will go up when they feel affiliation with the organization and also when
organization recognizes them as a part of organization. Recognition as a part of
organizational success story will increase the commitment level and also the individual
and organizational productivity.Having taken into account employee Commitment is about
identification with theorganization, feeling proud to go to work, and might not be prepared
to go that extra milefor the job if the employee is high on commitment and low on
engagement however ahighly committed and high engaged employee would be excited
about the job, put besteffort into his/her duties and fully identifies with organization.

19
Commitment is the attachment and loyalty to the firm. It is about how strongly one
associates its feelings with the organization. Porter.L.W.,&Steers,R.M (1977) Found on
his study commitment as "relative strength of the individual‟s identification with, and
involvement in, a particular organization".
A few characteristics of committed employees as identified by Mowday,and Steers,
(1982) a potent desire to continue as a member of the business.
A strong belief in and acceptance of, the values and goals of the Business.
A willingness to go that extra mile on behalf of the organization.
It is important to note that committed employee is driven through one who is engaged,
otherwise employee may be high on commitment but low on engagement, and might not
be that beneficial for the organization as the business desires him/her to be.
2.4. Impact of employee job satisfaction to organizational Commitment
In the real world, organizational commitment is affected by a number of factors in line
with the present research during the development of commitment identifying employees
of job satisfaction a vital role in improving level of commitment as well as increasing
productivity. This in turn leads to placing organizations in the better positions to face
competition and stay at the top. This therefore implies an existence of a significant
difference between the organizations that keep employees satisfaction and organizations
that do not. Maslach,.and Leiter(2001) they were stat that associated burnout to both
positive and negative responses to the job. The positive responses are in the form of
commitment and negatives are in the form of job dissatisfaction, absenteeism, intention to
leave the job, turnover, stress. They also identify few factors that can show the way
towards employee commitment i.e. reward and recognition, autonomy, works itself, etc.
These factors can be used to motivate employees and results in employee positive
responses (commitment).Empirically, the study conducted by Khamis&Ghaffar (2012) ,
on Job satisfaction related with organizational commitment on bank employees at
Northern region, Malaysia; they examined that the extent to which job satisfaction
correlate with organizational commitment focusing on bank employees specifically and
private sector generally. They concluded as also that the intrinsic and extrinsic job
satisfaction had a significant impact to organizational commitment among bank
employees, proposing improvement in job satisfaction factors strengthen employees‟
20
commitment to their organization. Moreover, Robbins etal.(2003) state that at
organizational level, there is a strong association between job satisfaction and
productivity which is not the same at individual level.
Organizational Commitment: Organizational commitment is the level to which workers
show a strong willingness to stay in their organization. They have the desire to work hard
towards the success of their organization. Employees who are committed to their
organization, they actually develop levels of satisfaction consistent with their
commitment (Aldag, R.J, &Kuzuhara,L.W., 2002).As a result there is a positive
consequence of employees job satisfaction on commitment.
Health: According to Spector (1997) employees who do not like their jobs may
experience negative physical and mental health problems. However, Luthans (2012)
contradicts Spector and states that workers with high levels of job satisfaction
experience enhanced mental and physical health.
Absenteeism: Every origination would like to have the minimum rate of employee
absenteeism as that is an indication of poor staff job satisfaction. Hellriegel,
Slocum,and Woodman (1989) they states that job satisfaction level is linked to
absenteeism. However, Robbins et al. (2015), further report that the moderate
relationship between the two variables is due to factors like sick leaves and
employees’ time off.
Turnover: Turnover is the voluntary or involuntary permanent withdrawal from an
organization. Voluntary turnover may occur, as maybe workers want to seek new job
prospects or they want to express their dissatisfaction with jobs. French (2003) states
that high employee turnover rate is due to dissatisfaction of workers at their
workplace. Research conducted by (Steel, &Ovalle, 1984) found that a moderate
relationship between job satisfaction and turnover which implies that less satisfied
employees are more likely to leave their jobs. Although there are several factors that
affect employee commitment, this paper emphasizes on examining Employees of job
satisfaction in light of components, namely pay/ compensation, work environment,
supervisor, promotion and job security.

21
2.5. Empirical Literature Review
According to Herzberg et al.(1993), states that motivator and hygiene factors are related
to job satisfaction and dissatisfaction. Also, other researchers stated that the two-factor
theory is critical and useful framework to predict and understand the job satisfaction in
the workplace. Some studies pointed out that extrinsic factor is much more important
than intrinsic factors to motivate and increase the level of job satisfaction (Lam,et al.,
2001). Additionally, Allen &Meyer, Smith et al.(1969) reports that extrinsic factors are
more critical to determine job satisfaction than the intrinsic factor. In contrast, one of
studies found that the extrinsic factors do not ensure job satisfaction or contributes to job
satisfaction (Wang,andHaggerrty, 2011).
However; various earlier studies used a direct effects model to examine the relationship
between job satisfaction and organizational commitment using different samples, such as
621employees from various sectors in Belgium Caroline Closon Christophe et al. (2015),
327employees from a social work organization Jonathan H et al.. (2010), 214 individual
from 22 non-profit organizations in a Midwestern State ofthe USA Hyehin et al.(2012)
and 730employees from retail sectors (Miguel et.al., 2014). These studies found that the
ability of managers to appropriately provide what employees want in the working
environment had been an important determinant of organizational commitment (Caroline
et al., 2015;Jonathan et al.., 2010; Hyenjin et al..,2012; Miguel et al., 2014). Thus, it was
hypothesized that there is a positive relationship between job satisfaction and
organizational commitment. Similarly; other researchers find out on job satisfaction are
employee immediate supervisor factors, employee personal characteristics factors, and
employee pay package factors had positive relationship with job satisfaction with R2
values = 63.74%, 88% and 74.99% respectively (Laosebikan,J.O., et al. &Aderinto, C.O.,
2018).Kindly; According to Fabian JintaeFroese&Shufeng(2012) study result shows R 2
shows that the employees‟ job satisfaction variables accounted for 62.33% of the
variance in organizational commitment Furthermore, with respect to pay satisfaction, job
autonomy accounted for 23.74%. And his practical recommendations to help foreign
firms better retain their local talent in China.
According to Development Bank of Ethiopia Annual report (2019) show that employee
commitment by employees job satisfaction the review score is 65.00%. The report

22
compared employee commitment scores across employee survey groups and concluded
that Business Development Management process appeared more highly relatively less
committed. During the fourth quarter a total of Birr 24,030.00 refunded to employees
who are pursuing their education with the bank sponsorship. The total number of
employees who are undertaking their education with the banks sponsorships is 24 from
the head office.
From the summary above, it is concluded that the field of employee commitment is being
understood better now than ever before and looking towards to improve employee
commitment.
2.6. Conceptual Framework
After discussing the relevant concepts and theories of employees of job satisfaction and
employee commitment, conceptual framework of the study is developed. The framework
consists the independent variable of employees job satisfaction such as intrinsically like
achievement, recognition, works itself, responsibility, advancement, personal growth and
extrinsically compensations, security, policy, status, interpersonal relations, working
condition those are drivers of commitment and the researcher assumed that they have
significant effect on dependant variable of this study is organizational commitment.
Organizational commitment can be thought of as the extent to which employees are
dedicated to their organization and are willing to work to its benefit and prospect that
they will maintain membership. There are three correlated but distinguished dimensions
of organizational commitment. They are Affective commitment, ContinuanceCommitment
and Normative commitment and crucial in this study.

23
 Independent Variables
Job satisfaction
Dependent Variable
Organizational commitment

 Achievement
 Recognition  AffectiveCommitment
 Work itself  ContinuanceCommitment
 Responsibility
 Advancement  Normative Commitment
 Compensation
 Security
 Policy
 Interpersonal relations
 Working condition

Source:Herzberg‟stwofactor theory(1966)&Allen&Meyer(1993)
Figure 2.1 Conceptualframeworksforthisstudy.

24
 CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
This portion of the study consist research methodology that will use to discuss
description of the study area, research approach &design, the research type, sample &
sampling techniques, source of data collection, data collection instruments and the method
of data analysis.
3.1. Research designandapproach
Themainobjectiveofthis proposal willtoexaminetheeffect organization commitment in
Public Service and Human Resource Development Office of Nifas Silk Lafto Sub-City
Administration. Thisresearchwill be employedmixedresearch
approach;becauseusingmixed
researchmethodcouldoffsetthebiasnessofanysinglequantitativedata(Creswell, 2009).
Particularly, correlationalresearchdesign will beapplied;sinceitenhances
theresearchtoexamine factors affect job satisfaction,toshowtherelationship
betweenemployees’ job satisfaction and organizational commitment,todetermineto what
extent job satisfaction effect organizational commitment and to examine factors affects
organization commitment atPublic Service and Human Resource Development
OfficeofNifasSilkLaftoSub-CityAdministration.Thus,theselected
methodwillappropriatefor this study.
3.2. Population of the study
Population can be defined as the whole group of people, events or things of interest that the
researcher needs to study (Garson, 2012). So as to perform this study, the first step will to
get thetotal number of population. Currently, there will 155 total population (142
employees and 13team leaders) found inPublic Service and Human resource Office ofNifas
Silk Lafto Sub-City as January 2014E.C.The target population will apply in each individual
working in different work teams ofPublic Service and Human resource Office. The study
willundertake so thatthe researcher has draw the samplefrom this total population.

25
3.3 Sample size and sampling techniques
3.3.1 Sample size
Garson (2012),defined sample size as a sub set of the population draw to represent the
entirepopulation. This is because of the fact that studying a subset of the population is
manageable sizerelative to study the whole population due to time, cost and accessibility.
Thus, the samplesizewill decidein order to represent the whole population. In this study, the
sample size willtake out through the use of Yamane’s (1967) statistical formula illustrate as:
n =N/N (e) 2+1

Where n = sample size

N = population of the study
e = % level of significance or margin of tolerable error. The researcher will consider 5%
levelof significance or margin of tolerable error and the confidential level is 95%. A 95%
confidenceis normally accepting level for most business research, most commonly state by
denoting the significance level as p ≤ .05. In other words, we say that at least 95 times out
of100, our estimate will reflect the true population attribute.By computing the sample size
ofthe population using the above formula, the sample size for both who receives
questionnaires andconduct an interview to the study will 112i.e. n = 155/155(.05)2 +1 = 112.

From this figure, hence 13 are the team leaders, 112-13=99 are respondents who receive
questionnaires. The sample of the total population will be stratified on the basis of each
work team and calculated using this simple formula(Mebit, 2020) as shown in
table3.1below. X= n (p) / N

Where X = sample size in each work team

n = total sample size of the study who receives questionnaires
P = population size of each work team excluding the team leaders
N = total population of the study excluding the team leaders
Table3.1 sample size distribution
No Name of work team/process P n N X=n (p) /N X
1 Human Resource development team 14 99 142 X=99*14/142 10
Human Resource Administration 99 142
2 11 X=99*11/142 8
team
3 Human Resource Audit team 9 99 142 X=99*9/142 6
26
 4 Human Resource Assignable team 13 99 142 X=99* 13/142 9

5 Human Resource Complianceteam 9 99 142 X=99*9/1142 6

District performances management 99 142
6 12 X=99*12/142 8
team
Information comminution 99 142 X=99*11/142
7 11 8
technology team
8 Plan and budgeting team 10 99 142 X=99*10/142 7

9 Finance team 11 99 142 X=99*11/142 8

10 Reform team 12 99 142 X=99*12/142 8

11 Giving service and supervisor team 15 99 142 X=99*15/142 10

12 Auditing team 8 99 142 X=99*8/142 6

13 Government purchasing team 7 99 142 X=99*7/142 5

total 142 1287 1846 X=1287*142/1846 99

3.3.2 Sampling technique

The study participants who receive questionnaire will select using stratifies sampling
technique. Additionally, 13team leaders will select by the researcher using purposive
sampling toconduct an interview. The trainees will select based on their work experience
and theirattendance to training programs sponsor by their organization. This criterion may
help theselect respondents answer the survey questionnaire suitably base on their training
experiences will be attended.
3.4 Sources of data
The study will conduct based on the collection of primary data. Primary data will collect
through the use of well-structure and self-administer questionnaire that contains relevant
questions regarding training and development and employees’ performance at the
organization.The questionnaire will use to allow the response of the respondents in a
standard and directway, unbiased approach and objective orient. In the meantime, face to
face interview will alsoundertake with team leaders to get their perceptions about the
training anddevelopmentprograms of Public service and Human Resource Office of Nifas
Silk Lafto Sub-City Administration.

27
3.5 Data collection tools
3.5.1 Questionnaire
Data will collect through self-administered questionnaires that will prepare based on
literature review to address the research questions. The reason why self-administered
questionnaire will use that, it helps as a quick and relatively low cost strategy for obtain
information and easier to answer for the respondents. The questionnaires will distribute
afterthe expected participants will select and inform about the purpose of the research. The
questionnaire will involve three parts: section one of the questionnaire contains instruction
andrespondents’ personal information; section two of the questionnaire includes variables
whichwill be measure using Likert scale with five response categories (strongly disagree
disagree, neutral, agree, and strongly agree).The last section of the questionnaire will open
endedquestion which is reserve for respondents to write their feelings on the space provide.
3.5.2 Interview guide
In addition to collecting the data through questionnaires, qualitative data collection
technique,involving one-to-one interview with 13 team leaders of the office who will select
based onpurposive sampling will conduct; hence to supplement and strengthen the
informationobtain from questionnaires. Before the interview, brief explanation will offer
based on thepurpose of the interview to the interviewees and confidentiality of the provided
information. Asthe time of interview, the researcher took notes quickly and use easily
accessibly recordingtools like mobile for sure what the interviewees all talk about.
Moreover, the researcher usessome useful techniques of interview which include:
 Using good opening remark:- The researcher should briefly give an introduction and
statethe purpose of the interview describing
 Establishing Rapport:- The researcher must be sensitive to the respondent's status,
level ofeducation and understanding
 Being neutral: - The researcher should remain completely neutral during the
interview; i.e.respondents should be told that there is no right or wrong answer and
their responses arethe only correct ones.
 Good closing: - This is giving explicit recognition for their work: Thank them for
theirhelp, appreciate their work in spite of their being busy and that their work will
contribute agreat deal to the success of the research.
28
3.6 Data collection procedures
To get full support in overseeing and collecting the data, first contact will make with the
headoffice. Following this, respondents who fill out the questionnaire will identifies. Then,
therespondents will inform about the purpose of the study and how to complete the
questionnaire. In addition, during the administration of the questionnairea clarification for
somequestions will explain to the respondents so as to avoid misgivings and confusions.
Then thequestionnaires will distribute (drop-off method) to the respondents. The fill out
questionnaires will collect (pick-up method) and systematically organized; the same is true
theinterview responses. Finally, the collect data will edit through data cleaning, coding &
dataverification and analyzed quantitatively and qualitatively.
3.7 Data analysis method
Githinji Angela (2014), described data analysis as the process of editing and reducing
amasseddata to a convenient size, developing summaries, looking for patterns and using
statisticalmethods. In order to ensure completeness and logical consistency of responses,
data editing willcarry out each day by the researcher. Identified mistakes and data gaps will
correct as soonas possible. Once editing the data, the data will analyze using quantitative
techniques. The datawhich were collected by the researcher will analyze with the help of
the Statistical Package forSocial Sciences (SPSS) version 20and then the researcher
produced descriptive statistics such asfrequency distribution, percent, mean and standard
deviation.
The analyses of the study will also useinferential statistics like Pearson’s correlation and
simplelinear regression. The correlation analysis will employ to found out the strength of a
relationship between two variables; training and development and employees’ performance.
Likewise, the regression analysis was used to establish the effect of training and
developmentrelated to Employees’ Performance.The data which collected through
interview and open ended questionnaire willbe analyzedqualitatively and logically
interpreted by the researcher in a way to solve the research problem.
3.8 Ethical Consideration
Ethical consideration plays an important role during data collection time. Researcher has to
beaware and follows the ethical consideration relate to the studies. Furthermore, the first
page ofthe questionnaires has to displays an opening introductory letter that requesting the
29
respondents’ cooperation to provide information for the study. They are assuring that the
information theyprovide will be keep confidential. To data collections from study
participants, all potential studyparticipants will inform about the procedure that is uses in
the study matter to the researchstudy. The researcher will explain the objectives and
significance of the study to therespondents.
4. Time and Cost Schedule
4.1. Schedule of Activity and Time Frame
January February March April
S. W W W W W W W W W W W W W W W
Activity
N 1 2 3 4 1 2 3 4 1 2 3 4 W2 3 4

1 Proposal writing
2 Review of related
literature
3 Data collection
4 Research report writing
5 Submission of draft
report
6 Submission of final
report

4.2. Financial Budget

S/N Activities Cost in Birr

1 Stationary material 300

2 Secretarial Services 150

3 Internet Services 200

4 Transport costs 100
5 Miscellaneous expense 200

6 Flash 32 GB 350
Total 1300

30
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