A Study on the Relationship Between Job Satisfaction and Workability of Outsourced Staff in N City Metro Company – the Mediating Role of Professional Identity
CHAPTER ONE
Research Objectives
- To examine the relationship between job satisfaction and work ability among outsourced staff in N City Metro Company.
- To investigate the mediating role of professional identity in the relationship between job satisfaction and workability of outsourced staff.
- To analyze the implications of job satisfaction and professional identity on the overall performance of outsourced staff at N City Metro Company.
CHAPTER TWO
LITERATURE REVIEW
Reviewing of Variables
Job Satisfaction
Job satisfaction is defined as the degree to which individuals feel content and fulfilled in their jobs. It reflects the extent to which employees appreciate their work, including various aspects such as the nature of the tasks, the work environment, and the relationship with colleagues and management. Job satisfaction plays a critical role in overall organizational effectiveness as it can influence productivity, employee retention, and motivation (Yadav & Kumar, 2022). High levels of job satisfaction are associated with numerous positive outcomes for both employees and employers. Satisfied employees tend to exhibit greater commitment to their organization, resulting in lower turnover rates and a more stable workforce (Saad, 2022). Consequently, organizations that prioritize employee satisfaction can expect not only to enhance their reputation but also to foster an environment conducive to success and growth.
Various factors influence job satisfaction, encompassing individual, organizational, and environmental variables. Personal characteristics, such as personality traits and demographic factors, significantly affect how individuals perceive their work experiences. For instance, employees with high emotional intelligence are often better equipped to manage stress and navigate workplace challenges, leading to higher job satisfaction (Ling & Goh, 2017). Additionally, organizational factors, including leadership styles, compensation, and recognition, play a crucial role in shaping employee attitudes toward their jobs (Rabia, 2019). Work-life balance is another essential factor that can impact job satisfaction. Employees who feel they can maintain a healthy balance between their work and personal lives tend to report higher satisfaction levels (Mili, 2023). Moreover, the work environment, including physical conditions and workplace culture, can significantly influence employees’ perceptions of their job satisfaction (Tay & Bhatia, 2018).
Measuring job satisfaction is vital for organizations aiming to assess and improve employee morale. Various instruments and surveys have been developed to gauge job satisfaction levels accurately. One commonly used tool is the Job Satisfaction Survey (JSS), which evaluates various dimensions of job satisfaction, such as pay, promotion opportunities, and supervision (Kumar & Sharma, 2022). These surveys often use a Likert scale, allowing employees to express their levels of agreement or disagreement with specific statements about their work experience. Additionally, qualitative methods, such as interviews and focus groups, can provide deeper insights into employee satisfaction and help identify areas for improvement (Mohamad et al., 2019). Regular assessments of job satisfaction enable organizations to track changes over time and implement strategies aimed at enhancing the work experience, ultimately leading to improved performance and productivity (Razak et al., 2022).
In summary, job satisfaction is a multifaceted concept essential for organizational success. Understanding its definition, importance, and influencing factors allows employers to create a supportive work environment conducive to high employee satisfaction. By employing various measurement techniques, organizations can effectively assess and enhance job satisfaction levels, fostering a more engaged and productive workforce. The interplay between individual perceptions, organizational policies, and workplace dynamics ultimately shapes the overall job satisfaction landscape, highlighting the need for continual attention and proactive management strategies to ensure employee well-being and organizational growth (Verma & Sharma, 2020).
CHAPTER THREE
METHODOLOGY
Research Design
The research design for this study is a quantitative survey research design, which is widely used in business and social sciences for collecting numerical data and making inferences about the target population (Saunders et al., 2019). A quantitative research design is suitable for studies where the aim is to quantify the extent of a phenomenon, establish patterns, and potentially predict outcomes. In this case, the survey research design is adopted due to its effectiveness in gathering structured data from a large number of respondents and analyzing relationships between variables using statistical techniques.
Quantitative research designs provide a structured approach to the collection of data through tools like questionnaires or surveys. The use of a structured survey allows the researcher to gather data in a consistent manner, ensuring reliability and validity in the results (Bell et al., 2019). This approach is particularly valuable when the study aims to identify patterns and generalize findings across a larger population. The research design also offers flexibility in terms of timing and data collection, as surveys can be administered in different formats, including online and paper-based formats, depending on accessibility and the research context.
Furthermore, the adoption of a quantitative survey design is justified by the research objectives, which aim to assess the relationships and effects between different variables, such as [mention variables of interest in your study]. By using a survey design, the study will collect data from a representative sample and allow for statistical analysis of these relationships.
Ethical Considerations
Ethical considerations were integral to conducting this study, ensuring the rights and dignity of participants were upheld throughout the research process. Participants were fully informed about the study’s purpose, its voluntary nature, and their right to withdraw at any point without facing any repercussions (Creswell & Creswell, 2018). Confidentiality was strictly maintained, with all data anonymized to protect participants’ identities (Saunders, Lewis & Thornhill, 2019). Respect for privacy was prioritized, collecting only information essential to the research while avoiding unnecessary or intrusive inquiries (Bell, Bryman & Harley, 2019). Additionally, participants were assured of a non-coercive environment, emphasizing that their participation was entirely voluntary and would not affect their relationship with the researcher or affiliated institutions (Morse et al., 2022). These measures ensured the research was carried out responsibly and ethically.
References
- Abdul, P., & Awan, G. (2023). Impact of working environment on employee productivity: A case study of banks and insurance companies in Pakistan. European Journal of Business and Management, 7(1), 329-346.
- Abuhashesh, M., Al-Dmour, R., & Masa’deh, R. (2019). Factors that affect employees’ job satisfaction and performance to increase customers’ satisfaction. Journal of Human Resources Management Research, 1-23. https://doi.org/10.5171/2019.354277.
- Adegoke, A. A., Atiyaye, F. B., Abubakar, A. S., Auta, A., & Aboda, A. (2019). Job satisfaction and retention of midwives in rural Nigeria. Midwifery, 31(10), 946-956.
- Ahuja, R. (2022). The relevance of work-life balance in India in the present scenario. The International Journal of Business & Management, 2(12), 103.
- Alnawfleh, S. H. (2020). Effect of training and development on employee performance in the Aqaba Special Economic Zone Authority. Journal of Business and Management, 8(1), 20-34.
- Anastasiou, S., & Papakonstantinou, G. (2020). Factors affecting job satisfaction, stress, and work performance of secondary education teachers in Epirus, NW Greece. International Journal of Management in Education, 8(1), 37.
