RESEARCH PROPOSAL

PRESENTATION:
Raida Zaman (1610148)

THE IMPACT OF JOB Palok Saha (1610056)

SATISFACTION Farasat Waez (1410348)

ON
Samia Atique (1610024)
JOB PERFORMANCE
 
INTRODUCTION
The Coca-Cola Company was founded in 1892 and established its Headquarters in Atlanta. The Coca
Cola Franchise is the World’s biggest Beverage Industry. It dominates a 48% of the global Market
share. In total the Franchise is responsible for over 160 different beverages within a market consisting
of 200 Countries, including Bangladesh, where it serves as the second largest player in the carbonated
beverage market after PepsiCo. It employs more than 500 people, while 5,000 more are working with
it indirectly. Their products range from Sport’s Beverages, Juices, Tea, Coffee and Water. The Coca-
Cola Company offers great careers with growth opportunities, exceptional benefits and opportunities
to be work with the world’s most recognized brands. The company is advancing a “make it happen”
motto, empowering employees to take smart risks and own the outcomes, even celebrating innovative
failures through Coca-Cola’s Global Innovation Awards. Additionally, Coca-Cola associates globally
are being trained in agile practices from leaders who are implementing these principles to teams that
have been formed to address strategic priorities. These best practices are being shared through digital
tools and community events throughout the organization. The company believes they have a strong
tradition of growing people who have demonstrated the ability to deliver excellent results in different
ways. The higher authorities have dedicated success of The Coca-Cola Company to every employee in
the organization. Like their famous motto, they believe, that ultimately it is the people who “open
happiness”; the employees, consumers, customers, their bottling partners, and the communities they
work in.
PROBLEM
STATEMENT
Raisa, Imran, and Samin (2015) conducted a study
on job satisfaction in relation to job performance in
context of the employees of Coca-Cola in
Bangladesh. Authors further stated that to better
understand leadership and organizational culture
needed to be studied as moderating variables in case
of above relationships. In this study the current
researchers will investigate Job satisfaction in
relation to job performance moderated by
Leadership and organizational culture in context of
the company of Coca-Cola in Bangladesh.
RESEARCH QUESTIONS

01. How is job 02. How is job

satisfaction affected satisfaction affected by
by leadership in organizational culture in
context of Coca-Cola context of Coca-Cola in
in Bangladesh? Bangladesh?

03. How is job 04. How is job

performance affected performance affected
by leadership in by organizational
context of Coca-Cola culture in context of
in Bangladesh? Coca-Cola in
Bangladesh?
HYPOTHESIS
01. Job
satisfaction is
affected by
leadership in context
of Coca-Cola in
Bangladesh
03. Job performance
is affected by leadership
in context of Coca-Cola in
Bangladesh.
02. Job satisfaction
is affected moderated by
organizational culture in
context of Coca-Cola in
Bangladesh.
04. Job performance
is affected by
organizational culture in
context of Coca-Cola in
Bangladesh
 LEADERSHIP LITERATURE REVIEW ORGANIZATIONAL
CULTURE
Shastri, Shashi Mishra &
Sinha (2010) & Keskes According to [A.
(2014) define leadership JOB PERFORMANCE JOB SATISFACTION Poskien: Organizational
as “the relationship culture and innovations.
between an individual The effectiveness of Job satisfaction is Engineering economics.
and a group based on human resource defined as reintegration Vol. 46 No 1(2006)],
common interest and they practices, particularly of affect produced by an organizational culture is
behave as per the employee selection, individual’s perception the complex set of
directions of the leader” performance appraisals, of fulfillment of his ideologies, commitments,
benefits and reward needs in relation to his traditions, and values
management, work and surrounding it that are shared all over
procedures and (Saiyaden, the organization and that
employee training and 1993). influence how the
development often have organization manages its
a direct effect on the total performance
productivity and becoming a potential
performance of the source of advantage,
employee (Boheene & advance, and innovation.
Asuinura, 2011)
THEORETICAL
FRAMEWORK
The researchers have developed a
theoretical framework for this
research based on the
independent variables, such as
leadership, organizational culture
and other external variables in
relationship to dependent
variables Job satisfaction and job
performance. According to
Ticehurst and Veal (2000), a
conceptual framework indicates
how the researcher views the
concept involved in a study
especially the relationship
between concepts.
 OPERATIONAL
DEFINITION
JOB
SATISFACTION
Will be operationally defined by Luthans (1985)

JOB
PERFORMANCE
Will be operationally defined by Campbell (1990)

LEADERSHIP Will be operationally defined by Brown et al. (2005)

ORGANIZATION Will be operationally defined by G. Hofstede (2001)

CULTURE
METHODOLOGY

RESEARCH DESIGN

This research made use of the descriptive survey

research design. The descriptive survey research design
was employed to certainly allow the researcher to make
more reliable conclusions on the impact of job satisfaction
on employee’s performance. The descriptive survey
research design adopted becomes imperative because of
the population characteristics and a representative nature
of the sample of the population for the study.
METHODOLOGY
(Continued)
SAMPLING METHOD

The sample of this research is conducted by a total

number of two hundred and thirty seven respondents
who were selected from twenty random organizations
limited to five industries relating to manufacturing and
services industries in the private sector in the economy
in Sri lanka by a field survey using a questionnaire
from three employee groups. Mostly banking, ceramics,
milk powder, insurance and newspaper industries. The
sample size of this research will be limited within these
sectors.
METHODOLOGY
(Continued)
DATA COLLECTION
For this research the data is collected through a field survey, The
researchers collected primary data pertaining to attitudes related
with job satisfaction, performance effort, rewards, age, sex and
experience of employees, the principle method of data collection
was by the use of questionnaires as this method affords the
advantages of speed, cost and versatility. Judge & Hulin (1993)
mentioned that employee satisfaction is positively correlated with
motivation, job involvement, organizational citizenship behavior,
organizational commitment, life satisfaction, mental health and
job performance and negatively related to absenteeism, turnover
and perceived stress and identify it as the degree to which a
person feels satisfied by his/her job.
METHODOLOGY
(Continued)
DATA ANALYSIS PROCEDURE

To identify the impact of job satisfaction on performance of

employees the coefficient of correlation method is applied. It
was calculated by using level of job satisfaction as the X-
variable (independent variable) and level of performance as
the Y- variable (dependent variable) for the three employee
categories.
METHODOLOGY
(Continued)
LIMITATIONS OF THE STUDY

There will be a number of limitations in this study. As

the study is limited to a certain number of people the
survey will be conducted on. The survey will be done on
the employees of only five industries relating to
manufacturing and service industries and will not
include other employees from other industries. All 237
of the selected employees chosen for the survey would
not respond to the questionnaire in the same manner it is
difficult to get the correct data for the analysis. The study
is also limited to a certain age group and sex.
SIGNIFICANCE OF THE
Through this study we can see how job satisfaction, employee

STUDY performance, leadership and organizational culture in Coca Cola

are related or dependent on one another as it was shown in the
study using three different categories of employees and five
different sectors. Although there were some limitations in this
study, we can still grasp the idea from these factors how different
employee levels perceive different factors as their way of feeling
satisfied with their job. Like how intrinsic factors played a more
important point in their view of job satisfaction whereas for the
lower levels it was mostly monetary as they were trying to make
ends meet at first. All these were seen how it is in this organization
but the fact that importance on intrinsic components should also
be given to have a proper organizational culture is also pointed
out.
Moreover, through this study it is seen how competitive industries
had more satisfied workers rather than non-competitive
industries. Also, the fact that older and experienced employees
were more satisfied and less absent and more dedicated rather
than the other group. Although gender didn’t play a very
important role here as it mostly dependent on the state of the
employees’ perception and the rewards they were getting from the
organization. We cannot ignore the fact that monetary rewards or
benefits did help the organization in retaining their employees in
the long run and caused less turnover.
Thank You!