IMPACT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCE

A research project submitted to Lahore school of management affiliated with

University of Education, Lahore

Submitted by

Anas Arshad
 DEDICATION
To my family, who supports me throughout the life, what I am today is just because of their
prayers. To honorable and respected MA’AM TEHREEM who helped me a lot in conducting
this study, she has been a source of inspiration throughout this work.
 Acknowledgment
I am truly grateful to Allah SWT THE BENEFICIENT, AND THE MERCIFUL, for granting me
the courage and permitting me to complete this research. His innumerable blessings on me
assisted me in carrying out this research.

I am truly thankful to MISS TEHREEM ANJUM, my beloved supervisor, whose guidance and
assistance allowed me to achieve my work. Without the cooperation of my teachers, I would not
have been able to complete this project. She was extremely helpful, thoughtful, and encouraging.

I owe my parents sincere gratitude for their love, prayers, devotion, and sacrifices in educating
and equipping me for the future.

I am appreciative to everyone who has contributed, supported, and encouraged me throughout

my journey, whether directly or indirectly.
Table of Contents
DEDICATION
ACKNOWLODGEMENT
ABSTRACT
CHAPTER 1....................................................................................................................................7
INTRODUCTION:..........................................................................................................................7
1.1. SATISFACTION AND PRODUCTIVITY::....................................................................8
1.2. SATISFACTION AND ABSENTEEISM:.......................................................................8
1.3. SATISFACTION AND TURNOVER:.............................................................................8
1.4. JOB SATISFACTION:.....................................................................................................9
1.5. IMPORTANCE OF JOB SATISFACTION:....................................................................9
1.6. BACKGROUND:.............................................................................................................9
1.7. RESEARCH OBJECTIVES:............................................................................................9
1.8. RESEARCH PROBLEM:.................................................................................................9
1.9. RESEARCH QUESTION:................................................................................................9
1.10. RESEARCH AIMS:..........................................................................................................9
1.11. SIGNIFICANCE:..............................................................................................................9
CHAPTER 2....................................................................................................................................9
LITERATURE REVIEW................................................................................................................9
2.1. WORK MOTIVATION:.......................................................................................................9
2.2. JOB SATISFACTION:.......................................................................................................11
2.3. EMPLOYEE ENGAGEMENT:.........................................................................................12
2.4. EMPLOYEE PERFORMANCE.........................................................................................12
CHAPTER 3..................................................................................................................................13
RESEARCH METHOD:..............................................................................................................13
3.1. RESEARCH METHODOLOGY:.......................................................................................13
3.2. RESEARCH DESIGN:.......................................................................................................14
3.3. RESEARCH STRATEGY:.................................................................................................14
3.4. RESEARCH METHOD:.....................................................................................................14
3.5. POPULATION AND SAMPLING:...................................................................................14
3.6. PILOT TESTING:...............................................................................................................14
 3.7. SAMPLING TECHNIQUES:.............................................................................................15
3.8. QUESTIONNAIRE:...........................................................................................................15
3.9 TOOLS FOR DATA COLLECTION:.................................................................................15
CHAPTER 4..................................................................................................................................15
ANALYSIS AND DISCUSSION:................................................................................................16
4.1. DATA ANALYSIS:............................................................................................................16
4.2. GENERAL FINDINGS:.....................................................................................................16
4.3. DEMOGRAPHIC TABLE:................................................................................................21
4.4. NORMALITY:....................................................................................................................22
4.5. HISTOGRAM:....................................................................................................................25
4.6. CORRELATION:...............................................................................................................27
4.7. REGRESSION ANALYSIS:..............................................................................................27
CHAPTER 5..............................................................................................................................30
DISCUSSION AND RESULT......................................................................................................30
CHAPTER 6..................................................................................................................................31
CONCLUSION..............................................................................................................................31
REFERENCE:...............................................................................................................................32
 ABSTRACT

The aim of this particular study was to analyze the impact of job satisfaction and knowledge
sharing on employee performance. Quantitative research approach was used to collect data and
to analyze the extent to which knowledge sharing and job satisfaction influence employee
productivity in the oil and gas industry. The close ended questionnaire was administered to
employees of oil sector. Response rate of 63% was achieved in survey. It was concluded that job
satisfaction in oil and gas industry is highly correlated with management support and technology
use. However, it is least correlated with autonomy and rewards. Employees were less likely to
get additional chances of promotions for knowledge sharing with others.

Keywords: Job satisfaction, knowledge sharing, employee performance

 CHAPTER 1

1.INTRODUCTION:

The most precious asset for organizational development is its human resources. It is the source
that utilizes other sources and reaps the greatest benefits from them. But making the most of
organizations and their management must make significant changes regarding human resources.
When using human resources, Employees are content and pleased with the changes, activities of
the employer, who strives for the best of organization. However, if they are not in this condition,
they could cause a business to suffer unmatched loss so managing. The art of human resources
has evolved. Always manage attempts to gratify their workers by using such art. the bigger the
greater will be the degree of employee engagement returns for the company. This has also been
understood by several academics, researchers, and authors. Employee effort plays a significant
role in determining how well each individual performs. An employee is driven to put forth
greater effort in the performance of the job when they are happy with their work. The
organization's overall performance then tends to increase as a result.

Job satisfaction is considered as the domain with the highest research (Keung-Fai, 1996; Georges
and Jones, 2008) in the study of organizational behavior and organizational psychology. The
various methods of the students and got employment that satisfied the staff. It was made easier
for human resource managers to recruit, retain and inspire the most devoted employees. Job
Level of absenteeism is directly impacted by satisfaction. dedication, effectiveness, and
productivity. Furthermore, Increased job satisfaction increases employee retention. It lowers the
expense of hiring new workers (Murray,1999). As an alternative, work unhappiness leads to a
rise in the cost of hiring, choosing, and training employees, present workers' resentment and a
decrease in the expansion of an organization (Padilla-Velez, 1993). The Employee unhappiness
has a negative impact on how well-performing.
Increased levels of interdependence among countries are the outcome of globalization's effect
and the very quick (turbulence) and uncertain changes to the business environment. Its
hospitality industry is the one in the economy that is thought to be growing more rapidly as a
result of globalization. As a result of a transition in the workforce from the agricultural sector to
the industrial sector and then to the service sector, this and among other things highlighted by
changes in sector contributions to national output. The service sector is thought to represent the
pinnacle of economic progress (Chaudhary et al., 2012). The general government services and
private services sub-sectors make up the service industry sector, according to the Central
Statistics Agency (Greene, 2003). Government and military administration make up general
government services.
Using Pakistani doctors as an example, the importance of employee satisfaction may be
understood. In Punjab, there was a significant doctor's strike, which was followed by strike in the
Baluchistan, Sindh, and the capital, Islamabad due to their discomfort with the regulations
governing salary, promotion, and growth, the treatment of doctors, and numerous additional
factors. This prompted them to go on strike and they didn't go to work as a result. Due to
absence, this turned out to have been a jab at the community and the administration. 60% of the
nation's hospitals were staffed by doctors.  500 patients died as a result of the outages, (Kazmi,
2011). It demonstrates that one of the key one of management's most crucial duties and in
its absence crisis. Happy employees work harder, produce higher quality work, earn higher
supervisor evaluations, and have lower burnout, absenteeism and turnover than their less happy
peers. Thus, employee happiness should be important to executives not only based on principle,
but also because happy employees are productive employees who contribute to organizational
success. Importantly, mounting evidence also suggests that happiness is subject to change
through intentional practice and situational factors. Specifically, people randomly assigned to
engage in happiness-promoting activities (i.e., positive activities or positive psychological
interventions) show increases in well-being over people assigned to engage in neutral activities.
Similarly, activities and environments that foster psychological need satisfaction (i.e, feelings of
autonomy, competence and connectedness) promote optimal motivation

1.1. SATISFACTION AND PRODUCTIVITY:

1. Satisfied workers are not necessarily more productive.
 2. Worker productivity is higher in organizations with more satisfied workers.

1.2. SATISFACTION AND ABSENTEEISM:

1. Satisfied employees have fewer avoidable absences.

1.3. SATISFACTION AND TURNOVER:

1. Satisfied employees are less likely to quit.
2. Organizations take actions to retain high performers and to weed out lower performers.

1.4. JOB SATISFACTION:

1. Good Salary
2. Career Growth
3. Work Life Balance
4. Job Security
5. Recognition
6. Challenges

1.5. IMPORTANCE OF JOB SATISFACTION:

1. Improve Physical and Mental Health

2. Increase in Productivity
3. Decrease Absenteeism
4. Decrease Employee Turnover
5. Increase Job Satisfaction

1.6. BACKGROUND:
Before reviewing the evidence on the impact of job satisfaction on employee performance, it's
important to take a step back and consider why we may predict job satisfaction to effect
productivity in the first place. In the science, several different theories have been investigated.
Theory basically was a very well and long-running. Stronger employee performance – often
evaluated in terms of job satisfaction (a cognitive, evaluative judgement) – is connected with
higher morale, which, in turn, ultimately results in higher, according the human relations
movement (see, for illustration, Straus (1968). This approach is supported by research that shows
that improvement about a given person's life are linked with improved developmental outcomes.
According to this logic, increased job satisfaction should be linked to lower absenteeism and
employee turnover, among other important outcomes, as well as more positive views about work
and the workplace.

1.7. RESEARCH OBJECTIVES:

To examine the relationship of job satisfaction and job performance

To check the effect of motivation and job performance through employee engagement that
impact employee performance

To discover the relationship of job satisfaction and employee engagement

To identify the factors influencing job satisfaction.

To identify the determinants of employee performance.

1.8. RESEARCH PROBLEM:

A research problem is exactly that a problem that someone would like to research. A problem
can anything that a person finds unsatisfactory or unsettling

A difficulty of some sort, a state of affairs that needs to be changed

In educational research, the research problem is typically posed as a question

1.9. RESEARCH QUESTION:

1. What is the relationship among job satisfaction and job performance?

2. what is the effect of motivation and job performance through employee engagement that has
changed employee performance?

3. what is the relationship between job satisfaction and employee engagement.

1.10. RESEARCH AIMS:

The aim of this study is to check the impact on employee’s performance on their job satisfaction
on employees of software houses in Pakistan. I would like to give awareness to employers by my
research that will be helpful for improving the level of satisfaction of their employees. This
research will help employee in reviewing their policies to make optimum use of their employees
to meet certain goals of the firm.

1.11. SIGNIFICANCE:
This research will be beneficial to employees and their organization for gaining the insights
about the employee performance. Employee will be capable of determining which firms will
provide them with prospects and benefits based on their requirements. Employees will be aware
of their current condition and will be able to improve their situation by working hard or leaving
for a brighter future. By considering wage packages and promotion opportunities, the
organization will know how to deal with personnel.

On the other hand, this study will be helpful for the organization growth by increasing employee
performance through job satisfaction.

CHAPTER 2
LITERATURE REVIEW

Here, we address various determinants of job satisfaction and their impact on various factors like
job satisfaction and employee performance.

2.1. WORK MOTIVATION:

A person's want to take action toward a specific goal may present to him subconsciously as work
motivation. It may be a crucial element in lifestyle, education, or the workplace. Any task may
be completed more quickly and easily with motivation. Work motivation theory typically focuses
on justification rather than capacity; that is, certain people can complete the tasks well but when
contrasted to others (Dal Forno & Merlone, 2010). According to equity theory, motivation is
typically a result of equity in social trade. Employees can actively participate in the corporation
if they have a grasp of corporate truth. Employees lessen their participation as a result of the
injustice they experience. Therefore, workers at their places of employment want the company to
reestablish a balance between their contribution and work situation. The organization's targeted
goals, behavioural persistence, and level of job-related intensity are determined by the
motivation measurement (Virgiawan et al, 2021; Arshadia, 2010). A person's motivation for
accomplishing a goal could be influenced by situational inputs, individual preferences, and
interactions. A variety of incentives based on internal (self-evaluation) and external (activities,
outputs, and repercussions) factors, which are weighed in accordance with individual motives,
can be combined to produce the observed trend (Barbuto& Story, 2011). The initial aim and the
real action executed may frequently be at odds. Consequently, it will be beneficial to have a
healthy balance between externally and internally motivators (Farrell & Finkelstein, 2011).
Every firm can achieve the certain level since workers are sufficiently proud of their work, and
growing utility is an implied motive.
The phrases motive and motivation have different meanings; in common speech, the term motive
is used in specific situations. In general, psychologists use this phrase to describe persons who
are believed to have a reason for everything they do (Yurchisin & Park, 2010). Some of the new
goal-oriented task-oriented approaches show the emergence of worker motivation, but others
complete tasks in any way to achieve excellent marks or avoid negative judgement from others
(Reio & Ghosh, 2009; Ryan, 2010). The worth of hope, hope, and soul are three motivational
perspectives that, when considered collectively, demonstrate how situational factors can
influence one's motivation. (Kenny et al., 2010; Setiyani et al., 2020).

2.2. JOB SATISFACTION:

Job satisfaction cannot be understood just from one word because it has a very broad scope.
Emotions that are joyful or good after evaluating a the term "person's work" and "work
experience" Workplace contentment (Permana et al., 2021; Valentine et al., 2011). Tnay et
aldefinition is used (2013) claims that a combination of environmental and psychological factors
contributes to job happiness. factors that could prompt someone to frank admission contentment
with the work completed. To bolster this What gives the feeling of satisfaction is a definitional
measure of job satisfaction.  (2011) Darmon the keys to a happy workplace is a pleasant
sensation. Employee engagement fluctuate while at work and also is determined by emotions and
moods. Mood states are often more transitory, have a causal object, and stay longer. Workplace
incidents that cause emotions are simpler to recall than negative feelings (Tabarsa & Nazari,
2016).

There are two types of work gratification: intrinsic and extrinsic. Extrinsic work satisfaction
refers to characteristics of a work that are unrelated to it, such as compensation and management
style, whereas work satisfaction refers to responses to characteristics of the job that are relevant
to it, such as expertise, autonomy, and variety (Spies, 2006). Employee fulfilment and work
descriptions are other example of internal employee satisfaction. (Yurchisin & Park, 2010)
According to the premise that argues that employees behave better when they are more satisfied
with their jobs, job satisfaction affects organizational commitment. According to Vizano et al.
(2021; Husin & Nurwati, 2014), contented workers seem to be more likely to talk positively of
the firm, are more receptive to help their coworkers, are much more in line with task decisions.
But disgruntled employees are hesitant to embrace the organization's objectives and ideals (Wu
et al., 2019). Research on workplace management and behavioral behaviors is crucial. There are
two ways that psychological research might be assessed (Albrech, 2011). First, from a utilitarian
standpoint, employee happiness ought to result in actions that support organization functionality
(Spies, 2006). Both types of perceived fairness are strongly influenced by employee job
satisfaction. The way in which employees view certain facets of their work (Choudhary et al.,
2013). And it typically when a subject is well studied, like when considering the material as a
whole rather than when investigating facets of a specific task. Job satisfaction has several
advantages, including those for the Maximum work productivity and high profitability are
provided by the organization, and the advantages for the workforce include enjoyable work,
employee involvement, control over the work environment, and a sense of belonging to the
workplace (Earle, 2003).

It is undeniable that some aspects of work addiction, such as job happiness, professional success,
and high labor productivity, can benefit employees and businesses. Additionally, employee
perceptions of the work completed and the roles given to valuable personnel are reflected in
employee happiness. From an organizational standpoint, this demonstrates high job satisfaction
and a very positive workplace culture that promotes employee retention and recruitment. Even
the distribution of outcomes, including as productivity, high absenteeism rates, service quality,
customer happiness, and financial success, can be projected by work satisfaction (Holland et al.,
2011). Through the mediation impact of job fulfillment, supportive managerial factors are
inversely correlated to intention (Chang et al., 2013). Supervisors have high expectations for
associated goals like as performance and work happiness. Numerous studies on organizational
psychology and sales management have focused heavily on their link. Due to their historical
relationships, workplace aggression and appropriateness, the two fundamental constructs, are of
importance to understand. It is believed that the conflict between these responsibilities affects
employee satisfaction. (Rogelberg et al., 2010).

2.3. EMPLOYEE ENGAGEMENT:

According to the Gallup Institute's definition of "employee engagement," attachment is the status
(in a good way) of an employee toward his workplace or the business where he works. The
meaning of worker across organizations, engagement varies greatly. The Caterpillar corporation
is one of them. demonstrates that participation is a commitment, morale, as well as participation
from enduring personnel. Job boredom is the total opposite with work engagement. Employee
engagement may be a state that develops from social interactions at work and leads to improved
organizational performance. A worker performs better than usual. When he finds purpose in his
employment, the corporate culture, and the rules. Employee participation is also caused by
identifying with certain occupational responsibilities, which entails remaining tenacious at work,
exerting significant effort, and intensifying efforts (Srivastava & Madan, 2016). This is
confirmed. According to the idea that psychological experience fosters individual views within
the workforce, Consequently, levels of engagement and behavior release from employment
Margaretha et al. (2021) believes that psychological meaning is an important driver of work
engagement. According to this, "individual goals and concentrated energy, flexibility, effects,
and tenacity oriented toward company goals" are the key factors that determine overall work
engagement (Albrech, 2011). Engagement is a quality that almost all businesses have measured
throughout the generations. It goes beyond just essential fulfillment with an utilized strategy or
basic devotion to the employer. Contrarily, engagement is about desire and dedication, or the
readiness to step up and use one's own initiative to support employers (Rai, 2012). Employee
engagement is related to long-term employment, changes in people's working habits,
environments, and expectations, as well as changes at work. Additionally, it's crucial to
communicate clearly so that staff members can understand and digest information.

In order to engage with staff, it was determined that a talent management and employee
engagement program was necessary. build the easiest team possible. Afterward, a consultant
is required to maintain thorough written records of how. During the client engagement, they
passed the time and updated customer record-keeping practice introduced by finance are
collections. The results of technology's impact on employment creation and destruction is a
crucial topic for community participation and inspiration. Service is typically used by HR
managers due of its convenience and the current competitive environment. The use of social
media is thought to offer more advantages in the hiring process, such as expanding the
candidate's active and passive history. In addition, it promotes employee contact and productive
teamwork, fostering the development of mutually beneficial two-way communication (Nagendra,
2014). When compared to organizational effects groups, organizations utilizing force-based
interventions have witnessed a significantly higher growth in their employee groups. Employee
involvement demonstrates good and proactive conduct in the workplace that combines emotional
attachment with motivating drive, and managers have a high level of concern for work that is
communicated to achieve company goals.

2.3. EMPLOYEE ENGAGEMENT:

Performance evaluation is crucial for businesses so that the viability of the enterprise may be
ensured (Zhang, 2010). Employee performance comprises controlled conduct but sets boundaries
for unnecessary behavior (Dewettinck & 2011; van Ameijde). Additionally, the
performance evaluates how engaged employees are in fulfilling their duties in accordance with
the statutory contract that the business provided to them (Biswas, 2009). Task performance of
employees is categorized into both behavior and performance. This work- related aspects
influence behavior. In the Employee conduct at work is reflected in on-the-spot behavior and
additional roles. Positive and negative behavior are both types of behavior. The Having staff
performance reviews in place can urge people to participate actively in creative program, boost
their enthusiasm, and reaching it is simpler to reach the desired goals (Minavand & Lorkojouri,
2013). Employee performance reviews offer feedback, and initiatives are developed to boost
output and assist staff in developing abilities to reach their full potential (Cascio, 2014; Susanto
and colleagues, 2020). workers with high POS, or perceived organizational support, that they are
collectively more accountable, which aids the business in achieving its objectives, rewards for
significant performance are increased, and other. According to Neves and Eisenberger (2012)
and Silitonga et al. (2020), employees are very dedicated to the company. Related to the cultural
and international variation in the interpretability of effectiveness, managers and owners may also
have diverse perspectives on it. As a result, in an individualistic culture, stress will have an
impact on personal efforts and results, calling for quantifiable and objective performance
standards. The expectations of management are much higher productivity in terms of both
quantity and quality, fewer hours, more responsibility, and a decrease in the need for various
forms of compensation. The business plan for the organization acknowledges the need for
talented managers who are eager to seize chances in order to achieve the greatest performance.

Therefore, the firm continues to focus on implementing HR practice and procedures that can
improve performance by increasing the quality of people, such as pay, teamwork, formal and
informal education, career development, and others (Hapsari et al., 2021; Mangaleswaran &
Thevanes, 2018). When utilized for direct qualitative evaluation, the notion of numerical
performance has not been able to describe performance systems, encounters challenges, and
needs resources to manage even the most difficult jobs and circumstances (Huo, 2012).
Managers carry out their duties to facilitate a healthy work environment and relationships among
coworkers, as well as to improve staff growth and performance. In order to determine whether
having such passion can also improve employee morale as well as what mechanisms are
connected, a study is needed. To affect how well employees perform, inherent knowledge
capacity can be used to the work (Smith-Crowe et al., 2003). These workers typically worry a lot
about their jobs, relationships with coworkers and performance. Additionally, some of them
perform poorly. Additionally, poor performance circumstances diminish resistance to different
changes (Liu et al., 2012). Performance evaluation is frequently one of lower regions. The
primary method for accomplishing the task, therefore, is performance management. This is how
businesses convey expectations and to support the behavior in order to achieve significant
objectives for training program or other human actions. Implementing a work-from-home system
for employees, which includes flexible working hours, work-life balance, and improved
performance assessment proposals, is one example of a management program for carrying out
work alignment.  Performance in roles and assistance, which are the two main OCB dimensions,
can be used to evaluate employee performance. Participants and coworkers at employment
review employee performance (Yurchisin & Park, 2010; Kattenbach et al., 2010). Because they
must build the following organizational pillars: 1. performance alignment; 2. psychological
harmony; and 3. capacity to adapt and change, businesses with high levels of commitment and
performance are prepared to deliver sustained performance.

CHAPTER 3

RESEARCH METHOD

3.1. RESEARCH METHODOLOGY:

This study's goal is to demonstrate empirically how work motivation and job satisfaction can
boost employee engagement, which has consequences for maximizing staff performance. First,
the stages of the research procedure were carried out gathering information in accordance with
the tested variables.

3.2. RESEARCH DESIGN:

Our search is descriptive. Due to limited time and resources, a cross-sectional survey would be
used. We used a survey research design. The information will be gathered through a
questionnaire from at least 300 respondents who are familiar with impact of job satisfaction on
employee performance. This research is descriptive in nature. Because of the minimal resources,
a cross-sectional time frame will be suitable for this study.

3.3. RESEARCH STRATEGY:

This research is deductive because it is based on pre-existing theories. We have so much to read
because other factors were studying and testing various hypotheses and starting to emerge from
those previous theories. Because the research has already been done, we will use a deductive
approach in this study. We are investigating whether impact of job satisfaction has any effect on
employee performance in this study.

3.4. RESEARCH METHOD:

The research method has two types; qualitative and quantitative. We will use a quantitative
method to solve our research objectives and questionnaire. A structured questionnaire will be
distributed to respondents who are knowledgeable about job satisfaction and the employee
performance; data from at least 300 respondents will be required for this study.

3.5. POPULATION AND SAMPLING:

This report's overall population was students from all over Lahore city. We used various levels
of sampling. We gathered a sample of 230 people. We conducted open research. 

3.6. PILOT TESTING:

A little research is done before doing a real experiment. I checked the accuracy, the population
was well versed to understand the language. Apart from that few questionnaires were circulated
among a small group of participants to check the validity.

3.7. SAMPLING TECHNIQUES:

In terms of statistics, we used the conventional technique for data collection. The reason for this
is that the selection of any element is unknown. Validity is also evaluated to ensure that the
questionnaire measures what it claims to measure. Furthermore, the purpose sample technique
was used in the research taken from the respondent in order to reach a specific goal.

3.8. QUESTIONNAIRE:

This study is based on four parts for questionnaire. First part includes job satisfaction. Second
part include employee performance. Third is about demographic profile.

3.9 TOOLS FOR DATA COLLECTION:

The study aimed to test the impact of job satisfaction and employee performance. Thus, only
respondents that have knowledge about these concepts will be selected. Variety of tools are used
for data collection including, interviews, surveys, checklist, case study, observations,
questionnaire. Questionnaires will be used for collecting data in this study. Approximately 300
respondents will be selected to test this study.

CHAPTER 4

ANALYSIS AND DISCUSSION

This research was designed to explore the questions, and to test hypotheses stated in chapter one.
In this chapter, the findings of these questions and objectives will be discussed and compared to
previous findings in other studies.

4.1. DATA ANALYSIS

Data is generated through a survey questionnaire which included basic demographic data of the
respondents and responses related to impact of job satisfaction on employee performance. The
data collected from the survey was entered into a SPSS 23.0 program and analyzed using
different statistical methods for each research question.

In first step researcher made composite score of impact on job satisfaction on employee
performance’ performance and after that demographics were found through frequency tables
while research questions were addressed through correlation and regression analysis.
4.2. GENERAL FINDINGS

A demographic table was formed using the information filled by the respondent on
questionnaire. Characteristics like age, gender, work experience of respondents is given in
following table;

4.3. DEMOGRAPHIC TABLE:

Characteristics Frequency Percentage

Age

Below 20 7 3.0

20-30 143 62.2

31-40 53 23.0

41-50 21 9.1

51-60 6 2.6

Gender

Male 162 70.4

Female 68 29.6

Qualification

Intermediate 15 6.5

Bachelors 161 70.0

Masters 54 23.5

Work experience

1-5 107 46.5

6-10 75 32.6

11-15 7 3.0

16-20 9 3.9

21-25 32 13.9

Total 230 100.0

 Age of respondent

Cumulative
Frequency Percent Valid Percent Percent

Valid Below 20 7 3.0 3.0 3.0

20-30 143 62.2 62.2 65.2

31-40 53 23.0 23.0 88.3

41-50 21 9.1 9.1 97.4

51-60 6 2.6 2.6 100.0

Total 230 100.0 100.0

The total responses received according to the above table were 70.4% males and 29.6% females.
In this study the age range below 20 were 3.0.%, 62.2% were from the age group of 20-30,
23.0% were between 31-40 and 9.1% were from the age between 41-50.
 Gender of respondent

Cumulative
Frequency Percent Valid Percent Percent

Valid Male 162 70.4 70.4 70.4

Female 68 29.6 29.6 100.0

Total 230 100.0 100.0

 Work experience of respondent

Cumulative
Frequency Percent Valid Percent Percent

Valid 1-5 107 46.5 46.5 46.5

6-10 75 32.6 32.6 79.1

11-15 7 3.0 3.0 82.2

16-20 9 3.9 3.9 86.1

 21-25 32 13.9 13.9 100.0

Total 230 100.0 100.0

4.4. NORMALITY

It is important to check the normality of data because normality of data is prerequisite for
different tests like correlation and regression. Histograms were used by researcher to ensure
normality of data.

4.5. HISTOGRAM

Histogram is used to check the normality of data. Following figures shows that histogram is bell
shaped which indicates the normality of data.

This illustrates how values are distributed close to the mean, ensuring the normalcy of the data.
The histogram in the following picture is not skewed; rather, it is bell-shaped, indicating that the
data satisfies the assumption of normality.
4.6. CORRELATION

In order to address the first research question correlation is used. In this relationship of Job
satisfaction and employee performance is found. Correlation tells about strength of relationship
among variables correlation +1 shows strong positive relationship among variables, -1 shows
negative relationship among variables while 0 shows there is no relationship among variables.

Pearson correlation was used as data fulfill condition of normality. Two-tailed test was used as
researcher did not know about the direction of relationship between two variables.
ASSUMPTIONS:

In order to check correlation between Job satisfaction and employee performance researcher
considered following hypothesis

Ho: There is no relationship between Job satisfaction and employee performance

H1: There is a relationship between Job satisfaction and employee performance

Following table shows the results of correlation between Job satisfaction and Employee’s
performance.

Correlations

Job satisfaction E Portal

Job satisfaction Pearson Correlation 1 .892**

Sig. (2-tailed) .000

N 230 230
E Portal Pearson Correlation .892** 1

Sig. (2-tailed) .000

N 230 230

**. Correlation is significant at the 0.01 level (2-tailed).

In the above table value of Pearson correlation is 0.892 which is greater than zero and close to 1.
The double steric on value predicts some significant results. It shows a positive correlation that
means if value of JS increases Employee performance will also increase.

The significant value in above table is .000 which is less than 0.05 so, in this case Ho is rejected
and H1 is accepted that there is relationship between Job satisfaction and employee performance.

4.7. REGRESSION ANALYSIS

In order to understand effects of different job satisfaction and employee performance, researcher
used multiple linear regression analysis.

ASSUMPTIONS:

Following assumptions were fulfilled for running regression on the data set:
Testing the Goodness Fit: Coefficient of Multiple Regression (R) and Coefficient
DETERMINATION (R SQUARE)
R and R square are used to see the relationship between independent and dependent variables.

Model Summary

Adjusted R Std. Error of the

Model R R Square Square Estimate

1 .892 a
.795 .794 .30548

a. Predictors: (Constant), job satisfaction

Following table shows result of analysis. According to this the R value is .795 which indicates
high degree of relationship between independent and dependent variables. The adjusted R square
value is .794 which means that 79.4% variation in employee performance occurred due to Job
satisfaction

ANOVA

ANOVA a

Model Sum of Squares Df Mean Square F Sig.

1 Regression 82.673 1 82.673 85.944 .000b

Residual 21.276 228 .093

Total 103.949 229

a. Dependent Variable: E Portal

b. Predictors: (Constant), Job satisfaction

The above table shows result of ANOVA output that indicates if model is statistically significant
or not. According to this table, F value is 85.944 and significance is less than 0.01 so the overall
equation is statistically significant.
COEFFICIENTS

Coefficients a

Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.

1 (Constant) 3.399 .117 28.958 .000

Job satisfaction .183 .034 .334 5.343 .000

a. Dependent Variable: EP

The result of above table showed that coefficient value of Job Satisfaction ( = 0.334, p<0.01)
and it has a significant effect on employee’s performance at significance value less than 0.01.
The t-values for both constant and dependent variables coefficient were significant at p<.000.
This meant that it has a significant effect on employee performance.

Above table shows that keeping all other independent variables constant employee performance
increases 0.183 units for one unit increase in job satisfaction.

Results of above tables are aligned with the previous studies which stressed upon the importance
of compensation practices (Robbins, 2015; Zaman, 2011; Shorab et.al, 2011). Extrinsic rewards
have noteworthy and positive effect on employee performance (Salim.K, 2010; Armstrong 2010
and Edward 2016). Findings of Kato (2014), also revealed that financial and non-finical rewards
significantly affect the employee performance. The results are also in line with the study of
Aleem (2016), in public hospitals which also described that compensation practices have
significant effect on employee performance while performance appraisal practices have in
significant relation with performance of employees. These findings are supported by study of
Heathfield (2011), who stated that performance appraisal practices have weak relation with
employee’s performance at public institutions.

CHAPTER 5

DISCUSSION AND RESULT:

Employee performance and job satisfaction are correlated in two ways. Therefore, two
suppositions or queries must be stated in order to investigate the relationship. First, employee
performance is impacted by work satisfaction. Employee performance also has an impact on job
satisfaction. putting into consideration the variables' influences and determinants.

Organizations would benefit if they conducted their own investigations into this important link
(Indermun & Bayat, 2013). The link between employee performance and job satisfaction has
thus been the subject of extensive investigation. According to Robbins and Judge (2013), job
happiness affects employee productivity, absenteeism, and turnover. Organizational efficiencies,
increased profitability, and competitive advantages are all impacted by job satisfaction (Baylor,
2010).

According to Indermun et al. (2013), job satisfaction has a significant impact on employee
behavior. It has an impact on how employees view their workplace and company. Numerous
studies support the strong link between job satisfaction and employee performance as well as the
importance of job satisfaction in influencing performance. According to Indermun and Bayat's
(2013) research, work happiness and employee performance are strongly correlated. They
contend that rewards, both psychological and material, have a major influence on job
satisfaction. They felt that rewarding and motivating workers to feel satisfied in their work
would have a large, favorable effect on their productivity and effectiveness, and consequently,
improve overall performance (Indermun & Bayat, 2013).

According to Javed et al. (2014), employee performance is impacted by work satisfaction. The
level of employee satisfaction has an impact on productivity, which therefore has an effect on
work performance. By discussing the problem of employee empowerment, it is evident that the
workplace environment and empowering have a strong positive impact on job satisfaction.
Therefore, an employee's level of happiness will rise even if they have authority over
management decisions and when they work in a pleasant atmosphere.  His performance level
will consequently improve.

According to Sonnentag et al. (2008), high performance leads to happiness, self-efficacy, and a
sense of mastery. High performing employees are also more likely to advance in their careers
and receive promotions, accolades, and awards.  Compared to personnel who perform at a
moderate or low level, improvements are substantially superior. Job because self-esteem is
impacted by job performance, performance leads to job happiness.  2009 (Pugno & Depedri).

Some researchers combine job satisfaction and job performance into one variable. According to
Funmilola et al. (2013), job satisfaction aspects can both predict and influence job performance.
These researchers investigate the effects of compensation, advancement, supervision, workplace
environment, and working conditions on both job satisfaction and worker output (Funmilola,
Sola, &Olusola 2013). The employment environment model, which was investigated by Folami
et al. (2005), presupposes that performance and satisfaction are results of the same factors. These
include task qualities, organizational factors, and individual, financial, and socioeconomic
considerations. Consequently, either downplaying or explicitly stating the high correlation
between the two variables on both sides among performance and satisfaction.

Chapter 6
CONCLUSION
This study concludes that empirical findings proved that the job satisfaction variable has a
positive effect on employee performance variables; on the other hand, job satisfaction does not
have any impact. Employee performance and job satisfaction have a positive and significant
effect on employee performance. The direct involvement of workers does not affect employee
performance, but mediating the effect through performance and job satisfaction can significantly
affect employee performance. The results of this study provide recommendations for company
management, in increasing high employee engagement, employee performance needs to be
encouraged to be more active and innovative, and facilitate the achievement of desired results,
reviews generate feedback, and performance improvement plans help employees develop skills
that maximize their potential. The organization communicates expectations and encourages
personnel behavior to achieve important goals for the development program so that personnel
who have this passion can benefit from employee performance. Active employee involvement
needs to be encouraged to provide job satisfaction and performance according to employee
.expectations so that passion for work is high and performance achievement can be optimal

:LIMITATIONS

In this study the time constraint.

Cost constraint due to being students.
Sample size of the study is low which should be increased in order to realize the most important
determinants at more generalized level.

RECOMMENDATIONS:

The purpose of the study was to determine the factors influencing job satisfaction and how it
affects employee in the autonomous medical Institutes of Pakistan's health ministry. It might
be the study's findings that aspects of job satisfaction such as compensation, advancement, job
security, and employment conditions, job autonomy, and coworker relationships relationship
with the boss, as well as the work itself considerable impact on workers' levels of job
satisfaction autonomous Pakistani medical institutions. The Government should take into
account various elements, such as promotion, working environments, coworkers, and the type of
work that have a considerable effect on the degree of job satisfaction as in this investigation,
proved. Given the findings above, it is, Consequently, it is advised that in order to improve the a
worker's performance.