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The Level of Job Satisfaction of Employees in
                Saudi Banks
Research Background



Job satisfaction explains the level of contentedness of an individual with his or her job. The
happy employees are said to be more satisfied with their jobs. Job satisfaction is not similar to
the level of motivation at work place or the aptitude level but still it is clearly linked with the
both. It is said that the happy employees are productive employees. The most-used research
definition of job satisfaction is by Locke (1976), who defined it as ―. . . a pleasurable or positive
emotional state resulting from the appraisal of one’s job or job experiences‖ (p. 1304).Locke’s
definition gives importance to both affect or feeling and cognition or thinking. This can be said
in other words as, when we thing, we have feelings about what we think.


There are various statements going around in the organizations saying that the happy employees
are productive employees while the proponents state that the happy employees are not productive
employees. These conflicting statements are drawn by the HR professionals and the managers
within organizations. There is confusion and debate among practitioners on the topic of
employee attitudes and job satisfaction— even at a time when employees are increasingly
important for organizational success and competitiveness. There is no strong acceptance among
researchers, that increased job satisfaction produces improved job performance, in fact, improved
job satisfaction can sometimes decrease job performance. Study conducted by Staw& Ross
(1985) demonstrated that a person’s job satisfaction scores have stability over time, even when
he or she changes jobs or companies.


Research conducted by Judge et al (1998), Judge and Bono (2001) indicated that core self-
evaluation plays a significant role as a key personality trait that correlates with the employee job
satisfaction. They further concluded that the relationship between self-evaluation and job
satisfaction has one primary perception of the job itself. The job satisfaction is linked to the job
itself, to what may be the most important personality trait to predict job satisfaction, core self-
evaluation.


Many managerial studies conducted in the past have linked the performance evaluation
procedures of an employee to the level of job satisfaction (Brownell. 1982; Harrison. 1992;Lau
and Sholihin. 2005). This is justified on the basis of an assumption that the performance
evaluation of employees has reflection on the extent of employees’ success or failure in
performing their tasks. Feelings of success and failure are important determinants of job
satisfaction (Locke and Latham. 1990). Based on the above discussion, it is reasonable to
conclude that fairness of performance procedures may affect job satisfaction. Therefore, the
purpose of this study is to provide greater understanding of the research on this topic and give
recommendations related to the major practitioners.



Aim of the Study

Employee job satisfaction plays an important role in the organizations. Cascio (1986), Mirvis
and Lawler (1977) indicated that the job satisfaction is the predictor of withdrawal behaviors like
turnover and absenteeism from the organizations. This enables the researchers to statistically
measure the impact of employee attitudes on organizations. Using these methods can be a
powerful way for practitioners to reveal the costs of low job satisfaction and the value of
improved employee attitudes on such outcomes as absenteeism and retention.


The aim of the study is to discuss the level of job satisfaction among employees working in the
Saudi Banks. The study will attempt to investigate the factors of satisfaction of employees
working in Saudi Arabian Banks. This will help the researcher to draw a snapshot of the current
job satisfaction approaches implemented by the banks. So the study is entitled as ―the level of
job satisfaction of employees in Saudi Banks‖. For the purpose of achieving the above
mentioned aims, following objectives are formulated:


       1. The research will identify the process and procedure of job satisfaction within the
           Saudi Arabian Banks.
       2. To discover how Saudi Arabian Banks are implementing and providing Job
           satisfaction procedure to their employees.
       3. To investigate the factors that lead to the employee job satisfaction.

The study will be de-limited to:
The Private sector banks of Saudi Arabia.
          The public sector banks of Saudi Arabia.
          The 50 private and public sector banks in Saudi Arabia.
          25 Public sector banks.
          25 Private sector banks.
          The officers, managers of the banks only.
          One specific city of KSA only.




Methodology of the Study

Design of the study

The research design will follow descriptive research methodology. The descriptive research
design is a scientific method that uses observations and the description of the behaviors of the
subject without influencing it in any way (Gill & Johnson, 1997; Anderson, 2004, Creswell,
1998).



Population

The population of the study will be comprised of Private and Public limited banks of Saudi
Arabia.

Sample and Sampling Technique

The sample of the study will consist of 50 private and public limited banks of Saudi Arabia; 25
public limited banks and 25 private limited banks. The sample will be drawn from one single city
of Saudi Arabia. In order to carry out the sample out of population, Purposive sampling
technique will be used. The purposive sampling is used when we want to conduct a research with
a specific population in mind and the sample is selected to include the people of interest and to
exclude those who do not match the purpose. In Purposive sampling, the selection of units
depends on the need of research. This type of sampling technique is used when it is not possible
to adopt any random procedure for selection of sampling units (Agarwal, 2009; Easterby-Smith,
Thorpe & Lowe, 2008).




Tool of research

The research will be conducted by using questionnaires method. Job satisfaction questionnaire
will be developed. The questionnaires are greatly used by the survey strategies, both in
experiment and case study research strategies can make use of these techniques (Saunders,
Lewis, & Thornhill, 2009). This questionnaire will help the researcher to identify those aspects
of employers’ current job that are rewarding as well as those that contribute to dissatisfaction of
employees. The results will help the researcher to clarify the aspects of a job that most directly
contribute to your career satisfaction (Coughlan & Drumgoole, 2004)




Development of tool

For the purpose of development of research tool, international survey methodology called The
Cranfield Network project (Cranet) will be used (Sparrow, 2009; Chris et al, 2004). The research
tool will be developed by Using Rand's theory (Rand, 1990). The main factors to be used in the
development of tool will be emotions as a starting point, the concepts of satisfaction,
dissatisfaction, value, emotion, and appraisal, thinking, needs, goals (Locke, 1969, 2002)and
their interrelationships will be discussed. Moreover, closed ended questions will be used in the
questionnaires and point five Likert scale (Likert, 1932) will be used in the questionnaires.

Tool Administration

After extensive review of literature and consultation with the supervisor, questionnaire will be
developed. It will be based on the indicators of job satisfaction of employees in the
organizations. The first draft of tool of research will be pilot tested on few selected respondents.


Questionnaires for the employee satisfaction level will be developed on the following aspects:
  I.   Employee profile
II.   Concept of Values, Emotions, Religion and Goals
III.   Need and level of fulfillment, commitment, engagement
IV.    Appraisal Techniques in the Organization
 V.    Factors leading to Satisfaction level
VI.    Factors leading to Dissatisfaction


The questionnaires will be sent to the respondents through electronic mail system along with
covering letters which contain instructions to fill the questionnaire for convenience of
respondents. The questionnaires will be developed in English and Arabic as well.


Data Analysis

Statistical techniques will be used for data analysis and on the basis on these inferences will be
drawn. Following techniques will be used to analyze the data:

       Percentage method
       Mean of the data
       Correlation
       Chi-square

The percentage method, mean, correlation and Chi-square will be used for the data analysis
process. These methods are used in the descriptive analysis of the research and data. The
descriptive statistics provide the basic understanding of the data in a particular study. They help
to find out the basic features and summaries about the sample and its uses. They are used to
explain what is what in the data without intervening in the process (Brewerton & Millward,
2001). The correlation will find the level of dependence of employee satisfaction on the factors
that drive their satisfaction. Chi-square distribution will be used to find out the level of
association between those factors with that of the satisfaction level of employees working in
Saudi banks. The data will be analyzed on SPSS and inferences will be drawn on the basis of the
analysis.
Findings and Recommendations

The Summary of findings, the conclusions drawn from the findings and recommendations will be
made on the basis of analysis of data.




Planning and Critical Analysis

Planning

The time line required to conduct and complete this study is given below:

Literature Review

For the study and recording of related literature review, approximately one month will be
required to conduct and use the related literature review.

Tool Development

On the basis of literature review, 1 month approximately will be required for the tool
development.

Data Collection

1-2 months maximum will be required for the data collection.

Data Analysis, Interpretation and Conclusion

1-2 months will be required for the data analysis, interpretations and conclusions.




Limitations

The researcher may incur the following limitations during its research:

           issues in data collection
           Little or no cooperation from the respondents (sampling issues).
           Biased responses of the respondents.
Management’s failure to cooperate.
             The Organization’s failure to acknowledge the researcher’s demands of cooperation
             The policies of the banks may collide with the researcher’s work requirements

             The employees may hesitate to provide their reviews.

References

Agarwal, B.L, 2009. Programmed Statistics (Question-Answers), India: New Age International
Pvt Ltd Publishers

Anderson, V. 2004. Research Methods in Human Resource Management, CIPD, London

Brewerton P and Millward L 2001, Organizational Research Method, Sage Publications, London

Browneli, P. 1982. The role of accounting data in performance evaluation, budgetary
participation, and organizational effectiveness.Journal of Accounting Research. 20(1): 12-27.

Cascio, W. F. 1986. Managing human resources: Productivity, quality of work life, profits. New
York: McGraw-Hill.

Chris, B., Mayrhofer, W., and Morley, M., 2004.Human Resource Management in Europe:
Evidence of Convergence?, Butterworth-Heineman, ISBN-13: 978-0-7506-4717-5

Coughlan D., Drumgoole (eds) 2004. online resource, Managers Learning in Action:
Management Learning Research and Education, Routledge

Creswell J., 1998. Qualitative Inquiry and Research Design: Choosing Among Five Traditions,
Sage, London

Easterby-Smith M, Thorpe R and Lowe A., 2008. Management Research: An Introduction;
Sage Publications, London

Gill J., Johnson P, 1997. Research Methods for Managers, 2nd Edition, Paul Chapman
Publishing, London

Harrison. G. L. 1992. The cross cultural generalizability of the relation between participation,
budget emphasis and job related attitudes. Accounting.Organizations andSociety.17(1): 1-15.

Judge, T. A., Locke, E. A., Durham, C. C., &Kluger, A. N. 1998. Dispositional effects on job
and life satisfaction: The role of core evaluations. Journal of Applied Psychology, 83, 17–34.
Judge, T. A., & Bono, J. E. 2001. Relationship of core self-evaluations traits—self-esteem,
generalized self-efficacy, locus of control, and emotional stability—with job satisfaction and job
performance: A meta-analysis. Journal of Applied Psychology, 86, 80–92

Lau. CM. andSholihin, M. 2005. Financial and nonfinancial performance measures: how do they
affect job satisfaction?.The British Accounting Review.37: 389-423.

Likert, R. 1932. A technique for the measurement of attitudes.Archives in Psychology, 140, 1-
        55.

Locke, E. A. 1969. What is job satisfaction?.Organizational Behavior and Human Performance,
4 309-336.

Locke, E. A. 1976. The nature and causes of job satisfaction.In M. D. Dunnette (Ed.), Handbook
of industrial and organizational psychology (pp. 1297–1349). Chicago: Rand McNally

Locke, E. A. 2002. Setting goals for life and happiness.In C. R. Snyder & S. Lopez (Eds.),
Handbook of positive psychology. Oxford, UK: Oxford University Press.

Locke E.A. and Latham.G.P. 1990.A Theory of Goal Setting and Task Performance, Prentice
Hall. EnglewoodCliff", New Jersey.

Mirvis, P. H., & Lawler, E. E. 1977.Measuring the financial impact of employee
attitudes.Journal of Applied Psychology, 62, 1–8.


Rand, A. 1990.Introduction to objectivist epistemology, expanded 2nd edition, New York: NAL
BOOKS.

Saunders M., Lewis, P.,and Thornhill A., 2009. Research Methods for Business Students, 5th
edition, Pearson Education Limited, London

Sparrow, P., 2009.Handbook of International Human Resource Management: Integrating
People, Process, and Context. UK: Wiley-Blackwell

Staw, B. M., & Ross, J. 1985. Stability in the midstof change: A dispositional approach to job
attitudes.Journal of Applied Psychology, 70,469–480.



.

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The Level of Job Satisfaction of Employees in Saudi Banks

  • 1. The Level of Job Satisfaction of Employees in Saudi Banks
  • 2. Research Background Job satisfaction explains the level of contentedness of an individual with his or her job. The happy employees are said to be more satisfied with their jobs. Job satisfaction is not similar to the level of motivation at work place or the aptitude level but still it is clearly linked with the both. It is said that the happy employees are productive employees. The most-used research definition of job satisfaction is by Locke (1976), who defined it as ―. . . a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences‖ (p. 1304).Locke’s definition gives importance to both affect or feeling and cognition or thinking. This can be said in other words as, when we thing, we have feelings about what we think. There are various statements going around in the organizations saying that the happy employees are productive employees while the proponents state that the happy employees are not productive employees. These conflicting statements are drawn by the HR professionals and the managers within organizations. There is confusion and debate among practitioners on the topic of employee attitudes and job satisfaction— even at a time when employees are increasingly important for organizational success and competitiveness. There is no strong acceptance among researchers, that increased job satisfaction produces improved job performance, in fact, improved job satisfaction can sometimes decrease job performance. Study conducted by Staw& Ross (1985) demonstrated that a person’s job satisfaction scores have stability over time, even when he or she changes jobs or companies. Research conducted by Judge et al (1998), Judge and Bono (2001) indicated that core self- evaluation plays a significant role as a key personality trait that correlates with the employee job satisfaction. They further concluded that the relationship between self-evaluation and job satisfaction has one primary perception of the job itself. The job satisfaction is linked to the job itself, to what may be the most important personality trait to predict job satisfaction, core self- evaluation. Many managerial studies conducted in the past have linked the performance evaluation procedures of an employee to the level of job satisfaction (Brownell. 1982; Harrison. 1992;Lau
  • 3. and Sholihin. 2005). This is justified on the basis of an assumption that the performance evaluation of employees has reflection on the extent of employees’ success or failure in performing their tasks. Feelings of success and failure are important determinants of job satisfaction (Locke and Latham. 1990). Based on the above discussion, it is reasonable to conclude that fairness of performance procedures may affect job satisfaction. Therefore, the purpose of this study is to provide greater understanding of the research on this topic and give recommendations related to the major practitioners. Aim of the Study Employee job satisfaction plays an important role in the organizations. Cascio (1986), Mirvis and Lawler (1977) indicated that the job satisfaction is the predictor of withdrawal behaviors like turnover and absenteeism from the organizations. This enables the researchers to statistically measure the impact of employee attitudes on organizations. Using these methods can be a powerful way for practitioners to reveal the costs of low job satisfaction and the value of improved employee attitudes on such outcomes as absenteeism and retention. The aim of the study is to discuss the level of job satisfaction among employees working in the Saudi Banks. The study will attempt to investigate the factors of satisfaction of employees working in Saudi Arabian Banks. This will help the researcher to draw a snapshot of the current job satisfaction approaches implemented by the banks. So the study is entitled as ―the level of job satisfaction of employees in Saudi Banks‖. For the purpose of achieving the above mentioned aims, following objectives are formulated: 1. The research will identify the process and procedure of job satisfaction within the Saudi Arabian Banks. 2. To discover how Saudi Arabian Banks are implementing and providing Job satisfaction procedure to their employees. 3. To investigate the factors that lead to the employee job satisfaction. The study will be de-limited to:
  • 4. The Private sector banks of Saudi Arabia. The public sector banks of Saudi Arabia. The 50 private and public sector banks in Saudi Arabia. 25 Public sector banks. 25 Private sector banks. The officers, managers of the banks only. One specific city of KSA only. Methodology of the Study Design of the study The research design will follow descriptive research methodology. The descriptive research design is a scientific method that uses observations and the description of the behaviors of the subject without influencing it in any way (Gill & Johnson, 1997; Anderson, 2004, Creswell, 1998). Population The population of the study will be comprised of Private and Public limited banks of Saudi Arabia. Sample and Sampling Technique The sample of the study will consist of 50 private and public limited banks of Saudi Arabia; 25 public limited banks and 25 private limited banks. The sample will be drawn from one single city of Saudi Arabia. In order to carry out the sample out of population, Purposive sampling technique will be used. The purposive sampling is used when we want to conduct a research with a specific population in mind and the sample is selected to include the people of interest and to exclude those who do not match the purpose. In Purposive sampling, the selection of units depends on the need of research. This type of sampling technique is used when it is not possible
  • 5. to adopt any random procedure for selection of sampling units (Agarwal, 2009; Easterby-Smith, Thorpe & Lowe, 2008). Tool of research The research will be conducted by using questionnaires method. Job satisfaction questionnaire will be developed. The questionnaires are greatly used by the survey strategies, both in experiment and case study research strategies can make use of these techniques (Saunders, Lewis, & Thornhill, 2009). This questionnaire will help the researcher to identify those aspects of employers’ current job that are rewarding as well as those that contribute to dissatisfaction of employees. The results will help the researcher to clarify the aspects of a job that most directly contribute to your career satisfaction (Coughlan & Drumgoole, 2004) Development of tool For the purpose of development of research tool, international survey methodology called The Cranfield Network project (Cranet) will be used (Sparrow, 2009; Chris et al, 2004). The research tool will be developed by Using Rand's theory (Rand, 1990). The main factors to be used in the development of tool will be emotions as a starting point, the concepts of satisfaction, dissatisfaction, value, emotion, and appraisal, thinking, needs, goals (Locke, 1969, 2002)and their interrelationships will be discussed. Moreover, closed ended questions will be used in the questionnaires and point five Likert scale (Likert, 1932) will be used in the questionnaires. Tool Administration After extensive review of literature and consultation with the supervisor, questionnaire will be developed. It will be based on the indicators of job satisfaction of employees in the organizations. The first draft of tool of research will be pilot tested on few selected respondents. Questionnaires for the employee satisfaction level will be developed on the following aspects: I. Employee profile
  • 6. II. Concept of Values, Emotions, Religion and Goals III. Need and level of fulfillment, commitment, engagement IV. Appraisal Techniques in the Organization V. Factors leading to Satisfaction level VI. Factors leading to Dissatisfaction The questionnaires will be sent to the respondents through electronic mail system along with covering letters which contain instructions to fill the questionnaire for convenience of respondents. The questionnaires will be developed in English and Arabic as well. Data Analysis Statistical techniques will be used for data analysis and on the basis on these inferences will be drawn. Following techniques will be used to analyze the data: Percentage method Mean of the data Correlation Chi-square The percentage method, mean, correlation and Chi-square will be used for the data analysis process. These methods are used in the descriptive analysis of the research and data. The descriptive statistics provide the basic understanding of the data in a particular study. They help to find out the basic features and summaries about the sample and its uses. They are used to explain what is what in the data without intervening in the process (Brewerton & Millward, 2001). The correlation will find the level of dependence of employee satisfaction on the factors that drive their satisfaction. Chi-square distribution will be used to find out the level of association between those factors with that of the satisfaction level of employees working in Saudi banks. The data will be analyzed on SPSS and inferences will be drawn on the basis of the analysis.
  • 7. Findings and Recommendations The Summary of findings, the conclusions drawn from the findings and recommendations will be made on the basis of analysis of data. Planning and Critical Analysis Planning The time line required to conduct and complete this study is given below: Literature Review For the study and recording of related literature review, approximately one month will be required to conduct and use the related literature review. Tool Development On the basis of literature review, 1 month approximately will be required for the tool development. Data Collection 1-2 months maximum will be required for the data collection. Data Analysis, Interpretation and Conclusion 1-2 months will be required for the data analysis, interpretations and conclusions. Limitations The researcher may incur the following limitations during its research: issues in data collection Little or no cooperation from the respondents (sampling issues). Biased responses of the respondents.
  • 8. Management’s failure to cooperate. The Organization’s failure to acknowledge the researcher’s demands of cooperation The policies of the banks may collide with the researcher’s work requirements The employees may hesitate to provide their reviews. References Agarwal, B.L, 2009. Programmed Statistics (Question-Answers), India: New Age International Pvt Ltd Publishers Anderson, V. 2004. Research Methods in Human Resource Management, CIPD, London Brewerton P and Millward L 2001, Organizational Research Method, Sage Publications, London Browneli, P. 1982. The role of accounting data in performance evaluation, budgetary participation, and organizational effectiveness.Journal of Accounting Research. 20(1): 12-27. Cascio, W. F. 1986. Managing human resources: Productivity, quality of work life, profits. New York: McGraw-Hill. Chris, B., Mayrhofer, W., and Morley, M., 2004.Human Resource Management in Europe: Evidence of Convergence?, Butterworth-Heineman, ISBN-13: 978-0-7506-4717-5 Coughlan D., Drumgoole (eds) 2004. online resource, Managers Learning in Action: Management Learning Research and Education, Routledge Creswell J., 1998. Qualitative Inquiry and Research Design: Choosing Among Five Traditions, Sage, London Easterby-Smith M, Thorpe R and Lowe A., 2008. Management Research: An Introduction; Sage Publications, London Gill J., Johnson P, 1997. Research Methods for Managers, 2nd Edition, Paul Chapman Publishing, London Harrison. G. L. 1992. The cross cultural generalizability of the relation between participation, budget emphasis and job related attitudes. Accounting.Organizations andSociety.17(1): 1-15. Judge, T. A., Locke, E. A., Durham, C. C., &Kluger, A. N. 1998. Dispositional effects on job and life satisfaction: The role of core evaluations. Journal of Applied Psychology, 83, 17–34.
  • 9. Judge, T. A., & Bono, J. E. 2001. Relationship of core self-evaluations traits—self-esteem, generalized self-efficacy, locus of control, and emotional stability—with job satisfaction and job performance: A meta-analysis. Journal of Applied Psychology, 86, 80–92 Lau. CM. andSholihin, M. 2005. Financial and nonfinancial performance measures: how do they affect job satisfaction?.The British Accounting Review.37: 389-423. Likert, R. 1932. A technique for the measurement of attitudes.Archives in Psychology, 140, 1- 55. Locke, E. A. 1969. What is job satisfaction?.Organizational Behavior and Human Performance, 4 309-336. Locke, E. A. 1976. The nature and causes of job satisfaction.In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1349). Chicago: Rand McNally Locke, E. A. 2002. Setting goals for life and happiness.In C. R. Snyder & S. Lopez (Eds.), Handbook of positive psychology. Oxford, UK: Oxford University Press. Locke E.A. and Latham.G.P. 1990.A Theory of Goal Setting and Task Performance, Prentice Hall. EnglewoodCliff", New Jersey. Mirvis, P. H., & Lawler, E. E. 1977.Measuring the financial impact of employee attitudes.Journal of Applied Psychology, 62, 1–8. Rand, A. 1990.Introduction to objectivist epistemology, expanded 2nd edition, New York: NAL BOOKS. Saunders M., Lewis, P.,and Thornhill A., 2009. Research Methods for Business Students, 5th edition, Pearson Education Limited, London Sparrow, P., 2009.Handbook of International Human Resource Management: Integrating People, Process, and Context. UK: Wiley-Blackwell Staw, B. M., & Ross, J. 1985. Stability in the midstof change: A dispositional approach to job attitudes.Journal of Applied Psychology, 70,469–480. .