EFFAT UNIVERSITY COLLEGE OF BUSINESS JEDDAH, SAUDI ARABIA. The study of job satisfaction at Nestlé Company in Saudi Arabia.

Transcription

1 EFFAT UNIVERSITY COLLEGE OF BUSINESS JEDDAH, SAUDI ARABIA The study of job satisfaction at Nestlé Company in Saudi Arabia By: Arwa Munshi Supervisor : Dr. AbdulQudous This research is submitted in partial satisfaction of the requirements for the degree in Bachelor of Science in Human Resources Management. 1

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3 TABLE OF CONTENTS ABSTRACT... 5 ACKNOWLEDGEMENT... 6 CHAPTER 1: INTRODUCTION Introduction Aims and Objectives... 8 Objectives: ) To investigate the employee satisfaction at Nestle ) To identify factors that affects employee satisfaction at Nestle ) To observe what are the results of the employee satisfaction on productivity or efficiency at Nestle ) Propose solutions in improving employee satisfaction Importance Methodology Research Type Data Collection and Data Analysis methods Participants and Sampling technique CHAPTER 2: LITERATURE REVIEW Definition and importance of job satisfaction Factors of job satisfaction Effects of job satisfaction CHAPTER 3: DATA COLLECTION & ANALYSIS... Error! Bookmark not defined. 4. Introduction Analysis of Questionnaire Gender Job Title Department How long have you been in your present job How do you view working at Nestle?

4 6. Ratings: Please indicate your level of your satisfaction with the following: How likely would you refer a friend to apply for a job at Nestle? Discussion... Error! Bookmark not defined. CHAPTER 5: Conclusion and recommendation: 5. Conclusion Recommendations References APPENDIX

5 LIST OF TABLES Table1: Gender Table2: Job Title Table3: Department Table4: Years employed at Nestle Table5: Ratings of the job Table 6: Strengths and Weaknesses LIST OF FIGURES Figure1: Gender Figure2: Years employed at Nestle Figure3: Weighted average of each question Figure4: How likely would you refer a friend to apply for a job at Nestle Figure5: How likely would you be working with the Nestle in the next 3 years 5

6 ABSTRACT Job satisfaction is extremely important for the welfare of an organization. The Nestle Company need to cater to the satisfaction of its employees in all departments to ensure a better and a more productive work environment. It is the duty of the HR department to work with current employees to know what kinds of issues they are they facing and work on finding solutions to these issues. The research had given the questionnaire to 20 staff members who answered them on surveymonkey.com. The discussion highlights the fact that job satisfaction is very important for the overall productivity of the company. The research is concluded and recommendations are provided towards the end. 6

7 ACKNOWLEDGEMENT Firstly, I want to express my heartfelt gratitude to the Almighty Allah for the many blessings He has showered upon me and thanks to my parents who were with me every step of the way, supporting me in every which way and praying for me. I am gratefully indebted to all those who extended their support to me in during my Bachelor s degree. Special thanks to Dr. AbdulQudous for offering his staunch support to me while I was going about my thesis in spite of the fact that I was constantly needing him for help and giving me time to complete the thesis. Lastly, a special little thanks to my family, sister and friends for their constant and unconditional support and my deep gratitude for putting up with me throughout the completion of this dissertation. Thank you all, very much. 7

8 CHAPTER 1: INTRODUCTION 1. Introduction The job satisfaction topic has a wide interest to both people who work in organizations and people who study them. Job satisfaction has been closely related with many organizational phenomena such as motivation, performance, leadership, attitude, conflict, moral etc. Researchers have attempted to identify the various factors of job satisfaction, measure the relative importance of each factor of job satisfaction and examine what effects these factors have on employees productivity. Spector (1997) refers to job satisfaction in terms of how people feel about their jobs and different aspects of their jobs. Ellickson and Logsdon (2002) support this view by defining job satisfaction as the extent to which employees like their work. Schermerhorn (1993) defines job satisfaction as an affective or emotional response towards various aspects of an employee s work. C.R.Reilly (1991) defines job satisfaction as the feeling that a worker has about his/her job or a general attitude towards work or a job and it is influenced by the perception of one s job. J.P. Wanous and E.E. Lawler (1972) refer to job satisfaction as the sum of job facet satisfaction across all facets of a job. Abraham Maslow (1954) explained human needs from a five-level hierarchy ranging from physiological needs, safety, belongingness and love, esteem to self-actualization. Based on Maslow s theory, job satisfaction has been approached by some researchers from the perspective of need fulfillment (Kuhlen, 1963; Worf, 1970; Conrad et al., 1985) 1. Problem Statement Employee satisfaction is by far one of the most essential factors in the success of any organization. The studies are unanimous in pointing out the direct co-relationship between employee satisfaction and turnover rate and productivity. While this fact is quite known, many management practices still choose to ignore it or place it very low on the list of priorities - mostly for economic reasons. The causes for employee dissatisfaction can be numerous and quite variable, for instance; high stress levels, poor communication, lack of recognition, or unclear career development path. The administration should actively seek to 8

9 lower the organization s turnover rate by improving employee satisfaction. Simply put, turnover is an expense that should be avoided Aims and Objectives The aim of this research paper is to evaluate employee satisfaction at Nestle and to shed light on the major areas where employees are dissatisfied. It is imperative to identify the weakest areas in terms of employee satisfaction that the management might have ignored or an unaware of. This paper also aims to gauge the employees by asking for their own input. Objectives: 1) To investigate the employee satisfaction at Nestle. 2) To identify factors that affects employee satisfaction at Nestle. 3) To observe what are the results of the employee satisfaction on productivity or efficiency at Nestle. 4) Propose solutions in improving employee satisfaction Importance Nestle is one of the major multinational companies that is keen to keep their employees motivated and productive. The research paper aims to contribute to the nonexisting knowledge and explore the possibilities to provide solutions to improve employee satisfaction, and ultimately, the productivity and turnover rates. The outcomes of this study will be proposed and forwarded to the human resources department and the decision makers at Nestle Methodology The researcher will collect data by using both qualitative and quantitative data analyses during the research. The qualitative data will be descriptive, which will be explored and solicited from books, online journals, academic articles and websites. Further input will be collected from and using the Effat University Library and EBSCO. The quantitative data will be solicited from a questionnaire that will be designed for the current employees at Nestle. The sample size will be employees from Nestle Jeddah and Riyadh. Questionnaires will be distributed randomly to a sample of 20 employees from 9

10 different departments at Nestle Jeddah and Riyadh. This chosen size of the sample is due to the limited time available to collect and analyze the data. The research methodology refers to the methods and procedures used in a specific study and it defines the steps in which a researcher attempts to solve a research problem and the reasons behind the methods which are adopted by the researcher for the research study (Thompson, 1996; Kothari, 2004, pg. 8). This section discusses the research type, data collection and data analysis methods and the sampling technique used by the researcher Research Type The current study is an exploratory research in nature. It is conducted with the purpose of investigating the employee satisfaction at Nestle. An exploration of the factors that mostly affect the current employee satisfaction is a necessary procedure in order to identify the weak areas. Consequently, this thorough understanding will enable the researcher to formulate appropriate recommendations that will assist HR professionals at Nestle to improve the satisfaction of their employees and ultimately their productivity Data Collection and Data Analysis methods This study has made use of qualitative and quantitative methods to address the research questions. This use of mixed methodology is necessary for the exploratory nature of the research in which the qualitative method will help to develop an initial understanding of the problem, while the quantitative method will assist in specifically illustrating the findings through statistical figures. Primary data was collected from respondents from different departments at Nestle in the Jeddah and Riyadh branches. This study used one data collection tool which is the questionnaires. The questionnaire consists of a mix of closed-ended, open-ended question and multiple choice questions. The questions are based on basic personal information, such as gender and job title, and work related information, such as relationship with supervisor, salary compensation etc The primary collected data will subsequently be analyzed qualitatively using content analysis and quantitatively using statistical percentage figures of the mean by using MS-Excel where data will be collected into tables and then interpreted into graphs. 10

11 Participants and Sampling technique The study involved participants as staff members from Nestle Company from Jeddah and Riyadh branches. This study made use of convenience sampling by selecting participants based on their availability and ease of access. This sampling technique was used by the current research study due to the time and participant accessibility constraints. The next section will discuss about the literature review that has been gathered from various secondary resources. 2. CHAPTER 2: LITERATURE REVIEW 2.1 DEFINITION AND IMPORTANCE OF JOB SATISFACTION Despite its wide usage in scientific research, as well as in everyday life, there is still no general agreement regarding what job satisfaction is. In fact, there is no final definition on what job represents. Therefore, before a definition of job satisfaction can be given, the nature and importance of work as a universal human activity must be considered. Different authors have different approaches towards defining job satisfaction. Some of the most commonly cited definitions of job satisfaction are analyzed in the text that follows. Hook defining job satisfaction as any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say I am satisfied with my job (Hoppock, 1935). According to this approach, although job satisfaction is under the influence of many external factors, it remains something internal that has to do with the way how the employee feels. That is job satisfaction presents a set of factors that cause a feeling of satisfaction. Vroom in his definition on job satisfaction focuses on the role of the employee in the workplace. Thus he defines job satisfaction as affective orientations on the part of individuals toward work roles which they are presently occupying. One of the most often cited definitions of job satisfaction is throne given by Sector according to whom job satisfaction has to do with the way how people feel about their job and its various aspects. It has to do with the extent to which people like or dislike their job. 11

12 That is why job satisfaction and job dissatisfaction can appear in any given work situation. Job satisfaction represents a combination of positive or negative feelings that workers have towards their work. Meanwhile, when a worker employed in a business organization, brings with it the needs, desires and experiences which determine expectations that he has dismissed. Job satisfaction represents the extent to which expectations are and match the real awards. Job satisfaction is closely linked to that individual's behavior in the workplace. Job satisfaction is a worker s sense of achievement and success on the job. It is generally perceived to be directly linked to productivity as well as to personal well-being. Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for one s efforts. Job satisfaction further implies enthusiasm and happiness with one s work. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment. Job satisfaction can be defined also as the extent to which a worker is content with the rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation. The term job satisfactions refer to the attitudes and feelings people have about their work. Positive and favorable attitudes towards the job indicate job satisfaction. Negative and unfavorable attitudes toward the job indicate job dissatisfaction. Job satisfaction is the collection of feeling and beliefs that people have about their current job. People s levels of degrees of job satisfaction can range from extreme satisfaction to extreme dissatisfaction. In addition to having attitudes about their jobs as a whole. People also can have attitudes about various aspects of their jobs such as the kind of work they do, their coworkers, supervisors or subordinates and their pay. Job satisfaction is a complex and multifaceted concept which can mean different things to different people. Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Job satisfaction is more of an attitude, an internal state. It could, for example, be associated with a personal feeling of achievement, either quantitative or qualitative. We consider that job satisfaction represents a feeling that appears as a result of the perception that the job enables the material and psychological needs. 12

13 Job satisfaction can be considered as one of the main factors when it comes to efficiency and effectiveness of business organizations. In fact the new managerial paradigm which insists that employees should be treated and considered primarily as human beans that have their own wants, needs, personal desires is a very good indicator for the importance of job satisfaction in contemporary companies. When analyzing job satisfaction the logic that a satisfied employee is a happy employee and a happy employee is a successful employee. The importance of job satisfaction specially emerges to surface if had in mind the many negative consequences of job dissatisfaction such a lack of loyalty, increased absenteeism, increase number of accidents etc. (Kabir, Parvin 2011) 2.2 FACTORS OF JOB SATISFACTION Job satisfaction is under the influence of a series of factors such as: The nature of work, Salary, Advancement opportunities, Management, Work groups and Work conditions When talking about factors of job satisfaction the fact that they can also cause job dissatisfaction must be kept in mind. Therefore the issue weather job satisfaction and job dissatisfaction are two opposite and excludable phenomena? There is no consensus regarding this issue among authors. Herzberg s Two Factor Theory is probably the most often cited point of view. In fact the main idea is that employees in their work environment are under the influence of factors that cause job satisfaction and factors that cause job dissatisfaction. Therefore all factors that have derived from a large empirical research and divided in factors that cause job satisfaction and factors that cause job dissatisfaction EFFECTS OF JOB SATISFACTION Job satisfaction causes a series of influences on various aspects of organizational life. Some of them such as the influence of job satisfaction on employee productivity, loyalty and absenteeism are analyzed as part of this text. The preponderance of research evidence indicates that there is no strong linkage between satisfaction and productivity. For example a comprehensive meta-analysis of the research literature finds only a.17 best-estimate correlation between job satisfaction and productivity. Satisfied workers will not necessarily be the highest producers. There are many possible moderating variables, the most important of which seems to be 13

14 rewards. If people receive rewards they feel are equitable, they will be satisfies and this is likely to result in greater performance effort. Also, recent research evidence indicates that satisfaction may not necessarily lead to individual performance improvement but does lead to departmental and organizational level improvements. Finally there is still considerable debate weather satisfaction leads to performance or performance leads to satisfaction. CHAPTER 3: DATA COLLECTION & ANALYSIS 3. Introduction This chapter will discuss the analysis that is gathered from the data taken from the survey. This survey analysis shows the responses from the 20 staff members at Nestle Analysis of Questionnaire The analysis of the questionnaire is able to show the responses of the 20 respondents. All of the surveys were sent electronically by the researcher to the respective department people to be completed via surveymonkey.com 1. Gender Male Females Figure1: Gender 14

15 Options Responses Male 10 Female 10 Table1: Gender Findings, question 1: As it can be seen from the graph above the total numbers of respondents are 20, half of which are males and the other half are females. This provided the research with a solid balance between the genders which eliminated any potential bias. 2. Job Title Options Number Engineer 1 CSO 1 Senior Officer 1 Translator 1 Assessment Specialist 1 IT Specialist 1 HR Administrator 6 Marketing Specialist 1 Accountant 2 Technical Supervisor 1 Key Account Specialist 2 Administrator 2 Table2: Job Title Findings, question 2: As it can be seen above, the staff respondents held different positions, which is favorable in terms of the diversity of the responses. If all, or the majority of the respondents held the same 15

16 position within the company, that could have swayed the results in a particular way. This diversity is essential to get a wide range of responses. 3. Department Options Sales Marketing Leadership & Management Communication HR Personal Development Operations Engineering Accounting and Finance Logistics IT Table3: Department Findings, question 3: As for the departments, the respondents belonged to several departments from all across the company, which is again very helpful in terms of variability and diversity. 4. How long have you been in your present job Options Responses Less than 1 year 10 Between 1 and 3 years 6 More than 3 years 4 Table4: Years employed at Nestle 16

17 Years employed at Nestle Less than 1 year Between 1 and 3 years More than 3 years Figure 2: Years employed at Nestle Findings, question 4: As per the table and graph above, the respondents were able to give an idea about how long were they an employee at Nestle. This question was important to observe if there was any trend between job satisfaction and the number of years spent at Nestle. 5. How do you view working at Nestle? Findings, question 5: This was a critical open ended question that gave the respondents the chance to express their thoughts of the workplace. The responses were positive overall; however, a note was made about the routine work which could be an indication of a lack of creativity in the workplace. This potential problem could be sue to the fact that a proper channel of communication between the employees and their managers does not exist, or that the individual position descriptions does not allow much room for challenges and creativity. 17

18 6. Ratings: Please indicate your level of your satisfaction with the following: Options Work assignments, responsibilities and job overall Working Conditions Work Culture With overall Job Security Sense of Personal Accomplishment Recognition for your contributions Relationship with direct supervisor Communication and information flows Compensation / Salary Transportation Opportunity to use skills and abilities in your job Autonomy and Independence Career Development Opportunities Flexibility to Work-Life-Balance Networking Opportunities (Gatherings, Celebrations, etc...) Relationship with Colleagues Opportunities to give feedback / complaints / grievances Holidays / Vacations Performance Appraisal / Review Working Hours Parking Facilities Opportunities for Promotion / Promotion Policy Fairness in dealing with employment issues Opportunities to participate in Decision Making Table 5: Ratings of the job 18

19 Work assignments, responsibilities and job overall Working Conditions Work Culture With overall Job Security Sense of Personal Accomplishment Recognition for your contributions Relationship with direct supervisor Communication and information flows Compensation / Salary Transportation Opportunity to use skills and abilities in your job Autonomy and Independence Career Development Opportunities Flexibility to Work-Life-Balance Networking Opportunities Relationship with Colleagues Opportunities to give feedback Holidays / Vacations Performance Appraisal / Review Working Hours Parking Facilities Opportunities for Promotion / Promotion Policy Fairness in dealing with employment issues Opportunities to participate in Decision Making 5 Satisfaction Level Weighted Average 0 Figure 3: Weighted average of each question 19

20 Findings, question 6: This is the multiple choice questions section which enables the employees to grade their level of satisfaction ranging from very much satisfied to very much dissatisfied. The weighted average indicates the level of satisfaction. The highest or most satisfied would be 5, whereas the lowest or the least satisfied would be 1. The table above outlines the areas which were asked, whereas the figure outlines the weighted average of each. The average gives a very strong indication of the strongest and weakest areas in terms of employee satisfaction. We can observe that the weakest areas were by far; Transportation, Relationship with direct supervisor, Communication and information flows, Opportunity to use skills and abilities in your job, Autonomy and Independence. If there is any trend that can be drawn here, it would be a major communication breakdown between the employees and their direct supervisor. Whereas, the strongest areas were Opportunities to give feedback, Performance Appraisal, Work assignments, responsibilities and job overall, Overall Job Security, Recognition for your contributions, Relationship with Colleagues and Flexibility to Work-Life- Balance. 7. How likely would you refer a friend to apply for a job at Nestle? Very unlikely Unlikely Not sure Likely Very likely

21 Figure 4: How likely would you refer a friend to apply for a job at Nestle Findings, question 7: In this question respondents were asked about the likelihood of referring a friend to be working in their workplace. This question is a good gauge of how suitable of a workplace Nestle is. The graph above illustrates the results. We can observe that most respondents indicated that they would likely refer a friend to work at Nestle. This is a major indication of a positive and productive work environment, overall. 8. How likely would you be working with the Nestle in the next 3 years? Working with Nestle in the next 3 years? Very unlikely Unlikely Not sure Likely Very likely Figure 5: How likely would you be working with the Nestle in the next 3 years Findings, question 8: This is another important question that attempts to determine the suitability of Nestle as a workplace, it also helps determine whether employees see their future with Nestle. The graph above illustrates the results. We can observe that an alarming number of respondents answered with Not sure. This could be an indication of a weak career future/development plan for each employee or lack thereof. 21

22 CHAPTER 6: CONCLUSION & RECOMMENDATION 6.1. Conclusion Job satisfaction is an important concept and it is a major factor in the turnover rate and the productivity of an organization. Regular assessments should be conducted to determine the employee satisfaction and active steps should be taken accordingly. The questionnaire helped shed the light on some major weak areas that Nestle currently are suffering in. These weak areas if no addressed could lead to long term systemic problems in terms of employee satisfaction which could in turn harm the organization s turnover rate and productivity. Based on the responses to the question above, we can observe the following strong and weak areas: Strenghts 1) When asked about their views regarding working at Nestle, most respondents gave very positive comments, particularly when it comes to the work environment. Weaknesses 1) When asked about their views regarding working at Nestle, there was strong negative statement made regarding the routine work. This could be a problem in the job specifications that do not offer room for new challenges or creativity, or it could just be that the direct supervisors are neither communicating nor delegating tasks in a productive manner. The higher management should address this issue with the managers and determine if the problem is in the communication/delegation or in the job specs. 2) When it came to the ratings question, 2) As far as ratings go, the weakest areas 22

23 the strongest areas were Opportunities to give feedback, Performance Appraisal, Work assignments, responsibilities and job overall, Overall Job Security, Recognition for your contributions, Relationship with Colleagues and Flexibility to Work-Life- Balance. were by far; Transportation, Relationship with direct supervisor, Communication and information flows, Opportunity to use skills and abilities in your job, Autonomy and Independence. If there is any trend that can be drawn here, it would be a major communication breakdown between the employees and their direct supervisor. It is definitely not a coincidence that almost all of the weakest areas are related to communication problems. Whether it is the relationship with the supervisor or the autonomy and independence, a robust communication flow seems to be lacking. 3) Most respondents indicated that they would likely refer a friend to work at Nestle. This is a major indication of a positive and productive work environment, overall. 3) When asked about the likelihood of working at Nestle in the next 3 years, an alarming number of respondents answered with Not sure. This could be an indication of a weak career future/development plan for each employee or lack thereof. Job satisfaction has been closely related with many organizational phenomena such as motivation, performance, leadership, attitude, conflict, moral etc. Researchers have attempted to identify the various factors of job satisfaction, measure the relative importance of each factor of job satisfaction and examine what effects these factors have on employees productivity. Employee satisfaction is by far one of the most essential factors in the success 23

24 of any organization. The studies are unanimous in pointing out the direct co-relationship between employee satisfaction and turnover rate and productivity. While this fact is quite known, many management practices still choose to ignore it or place it very low on the list of priorities - mostly for economic reasons. This research attempted to investigate the employee satisfaction at Nestle, identify factors that affect employee satisfaction, observe the results of employee satisfaction on productivity or efficiency, and finally propose solutions in improving employee satisfaction at Nestle. Based on the responses to the questionnaire, some major strengths that relates to employee satisfaction were identified, such as; performance appraisal and overall job security, as well as some major weaknesses, such as relationship with direct supervisor and autonomy. These indications are extremely crucial in identifying the current status of employee satisfaction at Nestle and what areas need most help. It is concluded that the staff members who work in Nestle are enjoying a great working environment overall, however, they seem to be suffering from some major communication issues with their direct supervisors. In some cases, employees feel very micromanaged and that they perform the same tasks with no new challenges Recommendations The researcher wants to give the following recommendations: 1. Employee satisfaction is essential for the turnover rate as well as the productivity of the organization. A clear message reflecting the importance of preserving employee satisfaction should be communicated from the upper management to the general staff at Nestle. 2. HR management should re-evaluate the job specifications of each position to avoid problems of routine and repetitions that could lead to frustrated employees. 3. In order to improve productivity and efficiency, managers should re-evaluate their communication plan and their relationship with their employees. Employees should be able to understand their duties clearly and that could only happen with a reasonably good relationship with their direct supervisors. 24

25 4. A solid career development plan should be in place to ensure that each employee will be growing with the company. 5. The problem with the lack of autonomy should also be addressed by the upper management. The upper management team should figure out to what extent their employees should enjoy a degree of autonomy. This is a complicated management issue that could take a while to solve; nevertheless, it should be addressed as quickly as possible. References Armstrong, M. (2006). A Handbook of Human resource Management Practice, Tenth Edition, Kogan Page Publishing, London,, p. 264 Aziri, B. (2008). Menaxhimi i burimeve njerëzore, Satisfaksioni nga puna dhe motivimi i punëtorëve, Tringa Design, Gostivar,, p. 46 Christen, M., Iyer, G. and Soberman, D. (2006). Job Satisfaction, Job Performance, and Effort: A Reexamination Using Agency Theory, Davis, K. and Nestrom, J.W. (1985). Human Behavior at work: Organizational Behavior, 7 edition, McGraw Hill, New York, p

26 George, J.M. and Jones, G.R. (2008). Understanding and Managing Organizational behavior, Fifth Edition, Pearson/Prentice Hall, New Yersey, p. 78 Herzberg, H. F. (1976). Motivation-Hygiene Profiles, p. 20 Hoppock, R. (1935). Job Satisfaction, Harper and Brothers, New York, p. 47 Kaliski, B.S. (2007). Encyclopedia of Business and Finance, Second edition, Thompson Gale, Detroit, p. 446 Lawler, E.E. III and Porter, L.W. (1967). The Effect of Performance on Job Satisfaction, Industrial Relations, pp Locke, E.A. and Latham, G.P. (1990). A theory of goal setting and task performance, Prentice Hall, p.4 Journal of Marketing, January, Vol. 70, pp Job satisfaction: Application, assessment, causes and consequences, Thousand Oaks, CA, Sage Publications, Inc Statt, D. (2004). The Rout ledge Dictionary of Business Luthans, F. (1998). Organizational Behavior, 8 Edition, McGraw-Hill/Irwin, Boston, p. 147 Mullins, J.L. (2005). Management and organizational behavior, Seventh Edition, Pearson Education Limited, Essex, p. 700 Management, Third edition, Rout ledge Publishing, Detroit, p. 78 Sweney, P.D. and McFarlin, D.B. (2005). Organizational Behavior, Solutions for Management, McGraw- Hill/Irwin, New York. 57 Sweney, P.D. and McFarlin, D.B. (2005). Organizational Behavior, Solutions for Management, McGraw-Hill/Irwin, New York, p. 57 Parvin, M (2011). Factors affecting employee job satisfaction of Pharmaceutical Sector, Vol.1 No.9 [ ] Rue, L.W. and Byars, L. (2003). Management, Skills and Application, 10 ed., McGraw- Hill/Irwin, New York, p. 259 Spector, P.E. (1997). Thompson, N. (1998). Promoting Equality: Challenging discrimination and oppression in the human services. Macmillan, London. Vanderberg, R.J. and Lance, Ch.E. (1992). Examining the Causal Order of Job Satisfaction and Organizational Commitment, Journal of Management, Vol.18, No.1, pp Vroom, V.H. (1964). Work and motivation, John Wiley and Sons, New York, p

27 APPENDIX Nestle Company Job Satisfaction Survey Questionnaire We are conducting an Employee satisfaction survey to measure your satisfaction level at Nestle company. This survey is aimed at providing you an opportunity to tell us how you feel about your work at Nestle Company. You will have an opportunity to evaluate both your job, and Nestle company as a place to work in range of areas and to communicate directly with our leadership in your own words in the "comments" that appear with each question. We assure you that your responses will be held in confidence. Please complete the survey by rating your satisfaction level on the questions given below with your comments if any. Thank you in anticipation of your cooperation. A. General Information (Please tick the relevant boxes) 1. Gender Male Female 2. Age: 3. Job Title : 4. College / Department / Section: 5. How long you have been in your present job at Nestle company : New Employee (< 1 year) Medium standing (1-3 years) Long Standing (> 3 years) 6. What is your view of working at Nestle company: 27

28 Ratings: Please indicate your level of your satisfaction with the following: 5- Very much satisfied 4- Satisfied 3- Neither Satisfied or nor Dissatisfied 4- Dissatisfied 1- Very Much Dissatisfied Job Factors Rating Comments (Justifications, Reasons, Solutions,Suggessions, What can Nestle do to improve on this) Work, Wok environment Work assignments, responsibilities and job overall Working Conditions Work Culture With overall Job Security Sense of Personal Accomplishment Recognition for your contributions Relationship with direct supervisor Communication and information flows Compensation / Salary 28

29 Salary, Benefits and Recognitions Transportation Opportunity to use skills and abilities in your job Relationship with Management and Colleagues Autonomy and Independence Career Development Opportunities Flexibility to Work-Life-Balance Opportunities for Career Development Networking Opportunities (Gatherings, Celebrations etc...) Opportunities to give feedback / complaints / grievances Holidays / Vacations Performance Appraisal / Review Working Hours Parking Facilities Opportunities for Promotion / Promotion Policy Fairness in dealing with employment issues Opportunities to participate in Decision Making at College / How likely would you refer a friend to apply for a job at Nestle Company? Very Likely Likely Not Sure Unlikely Very Unlikely How likely would you be working with Nestle Company in next 3 years time? 29

30 Very Likely Likely Not Sure Unlikely Very Unlikely Thank you for taking the time to complete this survey. *** 30