Contents

ACKNOWLEDGEMENTS .................................................................. iv

DECLARATION ............................................................................. viii

ENDORSEMENT .............................................................................. ix

List of Tables................................................................................... x

List of Abbreviations ...................................................................... xi

Abstract ........................................................................................ xii

CHAPTER ONE ................................................................................ 1

INTRODUCTION............................................................................... 1

1.1. Background of the Study ............................................................ 1

1.2. . Statement of the Problem .......................................................... 2

1.3. Objectives of the study ................................................................ 3

1.3.1. General Objectives ............................................................... 3

1.3.2. Specific Objectives ................................................................. 4

1.4. Research Hypothesis ................................................................... 4

1.5. Significance of the study ............................................................. 4

1.6. Scope/Delimitation of the study .................................................. 5

1.7. Limitations of the Study .............................................................. 5

1.8. Operational definition of the Key terms ....................................... 5

1.9. Organization of the Research ...................................................... 6

CHAPTER TWO ................................................................................ 7

Literature review ............................................................................. 7

2.1 Introduction................................................................................ 7

2.1.1 Theoretical Concepts ............................................................. 7

i
 2.1.2 Human resource management ............................................... 7

2.1.3 Job Satisfaction .................................................................... 8

2.1.4 Empirical Studies .................................................................. 9

2.1.5 Organizational change and job satisfaction .......................... 11

2.1.6 Human Resource practices and Job Satisfaction ................. 15

2.1.7 The Conceptual Frameworks of the Research ...................... 16

CHAPTER THREE .......................................................................... 18

RESEARCH METHODOLOGY .......................................................... 18

Introduction ..................................................................................... 18

3.1. Research Approach and Method ................................................. 18

3.3. Target Population....................................................................... 19

3.4. Sampling method and Sample size ............................................. 19

3.5. Data Type and Source ................................................................ 20

3.6. Data Collection Instruments ...................................................... 20

3.7. Data Collection Procedure .......................................................... 20

3.8. Data Processing and Analysis .................................................... 21

3.8.1. Data Processing ................................................................... 21

3.8.2. Data Analysis ....................................................................... 21

3.9. Reliability Test ........................................................................... 22

CHAPTER FOUR ............................................................................ 24

DATA PERESENTATION, ANALYSIS AND INTERPRETATION ........... 24

Introduction ..................................................................................... 24

4.1. Response rate respondents ........................................................ 24

4.2. Demographic Characteristics of the Respondent......................... 26

4.4. Descriptive Statistics ................................................................. 27

ii
 4.4.1. Employees perception on Salary, Benefits and Packages ..... 27

4.4.2. Employees’ Perception on Interpersonal Relationship ........... 29

4.4.3 Employees’ Perception on leadership . ................................... 31

4.4.4. Employee Perception on Training and Development ............. 32

4.4.5. Employees’ Perception on Communication ........................... 34

4.4.6. Employees’ Perception on Performance Appraisal practice .... 35

4.4.7. Employees’ Perception on Job satisfaction ............................ 37

4.5. Examining effects of work environment on job satisfaction ......... 39

4.5.2. Discussion of the Correlation and Hypothesis ………………..40

4.6. Regression Analysis and Hypothesis Testing Results .................. 41

CHAPTER FIVE.............................................................................. 47

SUMMARY, CONCLUSION ANDRECOMMENDATION ........................ 47

5.1. Summary of Major Findings ....................................................... 47

5.2. Conclusion ................................................................................ 49

5.3. Recommendations for the Organization (administration) ............ 50

5.4. Recommendations for the Employees of an administration ........ 52

6. References ................................................................................ 53

APPENDIXES ................................................................................. 58

Appendix I..................................................................................... 58

Appendix II ................................................................................... 62

iii
 ST. MARY’S UNIVERSITY
SCHOOL OF GRADUATE STUDIES
MBA PROGRAM

AN ASSESMENT OF HUMAN RESOURCE PRACTICES AND EMPLOYEES’ JOB

SATISFACTION: AN EMPIRICAL STUDY OF BURAYU TOWN
ADMNISTRATION

By

FIKIRU GEDA

JUNE, 2017

ADDIS ABABA, ETHIOPIA,

iv
 AN ASSESMENT OF HUMAN RESOURCE PRACTICES AND
EMPLOYEES’ JOB SATISFACTION:

AN EMPIRICAL STUDY OF BURAYU TOWN ADMNISTRATION

By

FIKIRU GEDA

A THESIS SUBMITTED TO ST. MARY’S UNIVERSITY,

SCHOOL OF GRADUATE STUDIES IN FULFILLMENT OF THE
REQUIREMENTS FOR MASTER OF BUSINESS ADMINISTRATION
(MBA GENERAL)

JUNE, 2017

ADDIS ABABA, ETHIOPIA

v
 ST. MARY’S UNIVERSITY
SCHOOL OF GRADUATE STUDIES
FACULTY OF BUSINESS

AN ASSESMENT OF HUMAN RESOURCE PRACTICES AND EMPLOYEES’ JOB

SATISFACTION

AN EMPIRICAL STUDY OF BURAYU TOWN ADMNISTRATION

By

FIKIRU GEDA

APPROVED BY BOARD OF EXAMINERS

Dean, Graduate Studies Signature

Advisor Signature

External Examiner Signature

Internal Examiner Signature

vi
 ACKNOWLEDGEMENTS
First and foremost, I would like to thank the Almighty God for directing me
with his true spirit all the time with success. Secondly, I thank
Dr.MulatuTakele my advisor, for his enthusiastic support, advice, patience and
constant energy for knowledge sharing throughout my research work, without
his support the result of this work is imperceptible. His influence is inherited
in both the theoretical and practical aspects of this work. I remain thankful to
employees of Development Bank of Ethiopia (DBE) Burayu branch for their
cooperation during printing all materials used for this study starting from
proposal to the end of this thesis. Finally, I present my respect for all the staffs
of the Burayu town administration that assisted me in data collection with
patience, commitment and dedication. Their cooperation was not on the basis
of their material benefit but is really their own commitment to help me.

vii
 DECLARATION
I, the under signed, declare that this thesis is my original work and all sources

of materials used for this thesis have been duly acknowledged. The paper has

never been presented in this or any other university for the award of any

academic degree, diploma or certificate.

Name: FikiruGeda

Signature_____________

Date_________________

Addis Ababa, Ethiopia

viii
 ENDORSEMENT
This thesis has been submitted to St. Mary’s university, School of Graduate
Studies for examination with my approval as a university advisor.

Advisor Signature

St. Mary’s university, Addis Ababa June, 2017

ix
 List of Tables
Table Page

Table3.1 Cronbach's Alpha for each field of the questionnaire........................29

Table 4.1: Number of distributed, Number of collected and Response rate.....30
Table 4.2: Frequency and percentage of Respondents’…………………………….31
Table 4.3: Mean Standard Deviation of agreement results of ………………......32
Table 4.4: Mean and Standard Deviation of Interpersonal relationship………..33
Table 4.5: Mean and Standard Deviation Results of Leadership......................35
Table 4.6: Mean and Standard Deviation Results of T and D .........................37
Table 4.7 Mean and Standard Deviation Results of communication….............38
Table 4.8 Mean and Standard Deviation Results of Performance Appraisal…..40
Table 4.9 Mean and Standard Deviation Results of Job satisfaction……………42
Table 4.10: Correlations between human resource Variables and Js ………….44
Table 4.11: Regression result of Organizational climate Variables...................45
Table 4.12: Regression result of Demographic Variables………........................47
Table 4.13: Summary of hypothesis testing ………..........................................49

x
 List of Abbreviations

BA/BSC Bachelors of Art/Science

DBE Development Bank of Ethiopia

JS Job Satisfaction

HR Human Resource

LSH Leadership

OCVS Organizational Climate Variables

PA Performance Appraisal

SBP Salary, Benefits and Packages

SPSS Statistical package for social science

TD Training and Development

xi
 Abstract

Today, in the world of competition, human capital is a crucial for the

organization’s success directly as well as indirectly. Considering this, the main
aim of this study was to explore the relationship between human resource
practicing and employees’ job satisfaction in Burayu town Administration,
identify factors poorly perceived by the employees and draw necessary
recommendation thereof. For this study a total sample of 241 was used to collect
data from respondents prior to their perception towards Human Resource
practices and job satisfaction. Both primary and secondary sources of data were
used. To analyze this data descriptive and inferential analysis was used. The
study depicted among the Human Resource Practices examined, salary, benefit
and Packages & performance Appraisal are poorly practiced in the captioned
organization. Moreover, the study showed as there is significant relationship
between human resource practicing and employee job satisfaction. Finally, the
study concluded as almost all the human resource variables selected and tasted
are experienced scantily and lastly draw recommendations as the administration
should examine the existing Human resource practice in their organization and
strictly adapt it as well as develop realistic ways of performance appraisal,
training and development.

Key words: - Human resource (HR) and Job satisfaction

xii
 CHAPTER ONE

INTRODUCTION
This part deals with the background of the research; statement of the problem;
objectives of the study; significance of the study; scope of the study; limitations
of the study; operational definition of key terms, and organization of the study.

1.1. Background of the Study

There has been a long-standing interest in the study of human resource
practicing among organizational researchers. Its importance is partly due to its
hypothesized relationship to other organizational phenomena including job
satisfaction, job performance, leadership behavior and the quality of work
group interaction (Schnake, 1983). Recent research on job satisfaction has
focused on the job itself or the work climate as the primary means of increasing
satisfaction. The main argument is that, if jobs or work climate are developed
to provide a more desirable work environment, an increase in job satisfaction
will result ( Afolabi, 2005).

Research on the contribution of people management to Organizational

performance outcomes such as productivity and profitability has been related
to a climate of satisfaction in the workplace (West, Patterson and Dawson,
1999) and considerable evidence indicates that there are relationships between
climate factors and measures of job satisfaction too (Downey, 1992).

Human Capital, which gives competitive edge due to its uniqueness, is one of
the resources that work as a pillar for an organization (Holland, Sheehan and
de Cieri, 2007). The focus has therefore shifted to “people”, the employees of
the organizations (Cohen, 2005). Employees play an important role in
organizations, they are the greatest resource an organization can have
and it is through their involvement and commitment that the organization can
become competitive (Sempane, 2002).

1
 1.2. . Statement of the Problem
Competent employees are necessary for organization’s productivity, efficiency
and effectiveness, therefore there is need to find out the relationship between
human resource practicing and crucial element for an organization (employee)
job satisfaction. The study of organizational human resource practicing and job
satisfaction has been accounted many years by different researchers. Most of
these studies have been conducted to know the relationship between
organizational climate, Leadership style and different organizational variables
such as Job satisfaction, Job commitment, Employee motivation,
organizational performance, employee’s turn over and Intention to leave
(Ahmed, 2013).

Numerous attributes of organizational culture have significant positive

influence over the performance of organization. Different cultural aspects of
organizations showed the vital relationship between culture and performance
and how employees’ beliefs, norms, gestures and all relevant aspects of
organizational culture impacted on firm’s performance. Both positive and
negative mannerism of culture had significant consequences on employees as
well as firms performance. Organizational culture is an open system approach
which has interdependent and interactive Association with organizations
performance (Mohammad, 2013).

Farokhi (2003) indicated thatpracticing of human resource accounted for a

large percentage of variance in individuals’ job satisfaction. Similarly Patterson
(2004) stated that company productivity was more strongly correlated with
those aspects of climate that had stronger satisfaction loadings. They also
stated that manager’s perceptions of climate would be positive and linked to
company productivity than non managers.

Hence creating a conducive human resource practicing for an employee in

current organization (high competition) is crucial to ensure substantial merit
based on excellence under the intense of global competition at a whole.

2
Therefore, there is a need for the organizations to ensure and create optimal
climate which enable them to effectively and efficiently serve their organization
specifically and society in general (Yair, 2011).

However, it is very difficult to easily understand the climate employee favor

because; it ultimately varies from place to place, situation to situation, position
to position. This infers that, the contemporary organization must be dynamic,
flexible and understand their employee’s needs as much as possible.

To date the factors which hinders as the employees not satisfied with their job
and consequently deliver their services to respective customer is not clearly
shown though some studies attempt to depict by ignoring other supportive
employees. Hence To come up with this and its severity on the organization
and stakeholders, the current study provide information about the human
resource practices variables and try to include the whole employee’s
perceptions toward those variables and its impacts on their job satisfactions in
Burayu town administration.

1.3. Research Questions

What is the relationship between HR practices and employees’ job
satisfaction in Burayu town administration?
Would there be any difference in the way expert, management and
supportive staff perceives HR practices and job satisfaction?
Is there any statistically significant difference in perception of HR
practices and employees’ job satisfaction that varies by tenure?
Which HR practices dimensions are poorly perceived by the employees of
Burayu town administration?

1.4. Objectives of the study

1.4.1.General Objectives
The general Objective of the study is to assess the Human Resource practices
and employee job satisfaction in Burayu town Administration.

3
 1.4.2. Specific Objectives
The specific objectives of this study are;

To identify the employees perception about HR practices and job

satisfaction in relation to demographic variables.
To assess the relationship between HR practices and employee job
satisfaction in Burayu town.
To evaluate the practices of selected HR variables in the area understudy
(Burayu town).
To Examine the effect of HR practices on Employees Job satisfaction
To classify the state of the administration’s regarding practicing of
human resource practices and recommend remedial measures.

1.5. Research Hypothesis

Based on the objectives of study, the study used the following hypothesis.

Hypothesis 1:- Human Resource practices significantly affect the employees’

job satisfaction

Hypothesis 2:- There is significant difference in job satisfaction that varies by

demographic variables.

Hypothesis 3:-There is significant difference on perception of the employees on

Human Resource practices that varies by the position (job level) and Tenure

1.6. Significance of the study

The study helps for the area under consideration (Burayu town administration)
as to improve for those Human Resource practices poorly perceived and
continuing those which are perceived sound. Further, this study adds some
concepts to the existing reality and theories. Moreover, the study recommended
different mitigation systems for poorly perceived Human Resource practices
which help the organization as to smoothly operating (working) with their
servants. Lastly, it may used as a cellar for those researchers who want to do
further research on the same arena.

4
 1.7. Scope/Delimitation of the study
This research was delimited to Oromia Regional State Finfine special Vicinity
Burayu town Administration (Burayu) specifically employees of Finance and
Economic Development, Civil Service, Land Development administration, Trade
and Market Development, Communication, Youth and sport, Education, Water
and Irrigation Bureaus .The variables studied in this research were those
related with salary, Benefits & packages, interpersonal relationship,
communication, training & development, Performance appraisals,
Administrations and Job satisfaction.

1.8. Limitations of the Study

As clearly stated under Delimitation of the study, this research was conducted
on Burayu town administration which may/not be represent others same
government organization. The other limitation of the study was the variables
studied were those explained under delimitation of the study which did not
covers the whole aspects of Human Resource practices variables.

1.9. Operational definition of the Key terms

HRM- is a strategic, coherent and comprehensive approach to the management
and development of the organization’s human resources in which every aspect
of that process is wholly integrated within the overall management, Armstrong
(2006) as cited in Sola Fajina, 2011.
Job satisfaction- is the collection of feeling and beliefs that people have
about their current jobs. It is a result of the perception that the job enables the
material and psychological needs (Aziri, 2008).

5
 1.10. Organization of the Research
This research is organized into five chapters. The first chapter focused on the
background of the study. The second chapter reviews related theoretical and
empirical studies. The third chapter focused on the methodology used for the
collection and Analysis of the data. The next chapter (chapter4) deals with the
data, analysis and interpretation followed by the last Chapter (chapter5) which
focused on summery, conclusion and recommendation of the study.

6
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction
This chapter deals with the theoretical concepts; Empirical studies and lastly
draws the conceptual frame works of the study conducted on relationship
between Human Resource practices and employee job satisfaction.

2.1.1 Theoretical Concepts

Literature reviewed stated/shows as there is controversy amongst researchers
regarding the distinction between organizational culture and Human Resource
practices. Some researchers use the terms interchangeable, while others
(Bouditchand et al Buono, 1902) supported the differences between these
terms. Organizational culture defines as a set of expected behavior of the
employees. Organizational climate on the other hand is the measure of
weather the employee’s expectations about working in the organization are
being met (Schein, 1984).

2.1.2 Human resource management

Organizational success is largely dependent on the quality and effort of the
people that work for the organization. Flexible, productive and knowledgeable
people within an organization are a source of (sustainable) competitive
advantage for companies. Top managers increasingly acknowledge that the
people within the organization make the difference by creating value for the
organization (Verburg and Den Hartog, 2006).

Human resource management concerns the management of people within

origination. Regardless of the type of organization, all firms need to manage
their workforce using appropriate policies and practices. Policies and practices
need to be coordinated with each other, as well as with the needs of the
organization. The latter is also known as strategic human resource
management, and is based upon the recognition that organizations can be
7
more effective if they manage their human resources in such a way that they
deliver the right number of people with the appropriate behaviors, the
necessary competencies, and the right levels of motivation to the organization
(Schuler and Jackson, 2007).

Human resource management involves the use of several policies and

practices. Human resource practices can be summarized into three specific
groups: entry, performance, and exit practices. Entry practices include
practices that are aimed at the recruitment and selection of new employees,
performance practices at managing and developing employee performance, and
exit practices at managing the exit of employees (Verburg , 2006).

2.1.3 Job Satisfaction

Job Satisfaction has been a topic of interest among researchers for several
decades (Currivan, 1999; Lund, 2003) due to the fact that many experts
(managers and researchers) beliefs that it can affect and influence work
productivity, employee commitment, employee turnover and employee retention
(Eslami and Gharakhani, 2012). Job satisfaction is the level to which an
employee is satisfied with his current work. This depends on how many of
his/her needs and wants are satisfied (Finn, 2001).Job satisfaction is known
as a construct with multi facets that includes the employee feelings about
different job elements, intrinsic, as well as extrinsic. It includes specific
features of satisfaction associated with pay, benefits, supervision,
organizational practices, promotion, work conditions and relationships with
coworkers (Misener, 1996).

According to Robbins, 1998 and specter, 2005 Job satisfaction can be

measured in two ways namely, by the facet approach or the global approach.
The former refer to assessing how employees feel about various aspects of the
job such as rewards (pay or fringe benefits), job conditions, people on the job
(supervisors and coworkers) and the work (Robbins, 20005).

8
 2.1.4 Empirical Studies
Long years back and currently, a number of studies conducted to explore the
relation between organizational climate and employee job satisfaction. Almost
the overall studies showed that Human Resource practices affect the
organizational performance and employee directly as well as indirectly. There
is a positive and meaningful relation between organizational environment
and managerial skills of managers which are the most rare and at the
same time the most valuable capital of the organizations and are of the major
and effective factors in/ the society that has fundamental and vital role in
flourishing and development of human beings (Samaneh,2014).

Alnaqbi, W. (2011) stated from the concept of the role of HR departments to

satisfy the needs of employees through the provision of training, rewards
systems, equality of treatment, and benefits, among others, to foster
employee commitment and reduce the rate of employee turnover. More over
across a wide range of demographic variables, organizations with a “higher
level” of ethics have more satisfied employees (Erik , 2007).

On the other hand there is only an average level of overall job satisfaction;
where employees are most satisfied with the relationship that they have
with their coworkers, nature of the work, communication, supervision but
least satisfied with the pay and promotion that they receive (Tekile , 2016 ).

The connection between job satisfaction and organizational performance was

stronger than the connection between organizational performance and job
satisfaction. It could be stated that job satisfaction more strongly determines
organizational performance than organizational performance determines job
satisfaction. To support this claim, the research results of this article showed
that there was an impact of the majority of Job satisfaction factors on
organizational performance (Dania , 2016).

9
There are also numerous studies investigating the relationship between
organizational climate and job satisfaction, with many researchers finding
evidence to support the relationship between the two constructs (Field , 1982).

in review of studies investigating organizational climate and job satisfaction,

Peek(2003) found that organizational climates that exhibit characteristics such
as having a high degree of autonomy, providing opportunities for employees,
nurturing relationships among employees, showing interest in and concern for
their employees, recognizing employees’ accomplishments and holding
employees in high regard result in more satisfied workers. Similarly, Brief
(1998) found that salary, benefits and advancement opportunities were
components of organizational climate that had a direct influence on job
satisfaction. In summary, organizational climate and job satisfaction are
distinct but related constructs ( Larson, 2000).

Human Resource practices is focused on organizational /institutional

attributes as perceived by organizational members, while job satisfaction
addresses perceptions and attitudes as perceived by organizational members,
while job satisfaction addresses perceptions and attitudes that people have
towards and exhibit about their work. A recent study conducted in South
Africa call centre found job satisfaction to be strongly correlated to
organizational climate (Milner, 2007).

The success of every organization depends both on internal and external

factors, workforce is the most essential and imperative for organizations
competitiveness. Human resource is the real asset of an organization and plays
major part towards progress of the organizations (Batool, 2003).usually
employees have the feelings of stress, Nervousness and lack of confidence when
the organization changes like restricting, downsizing and as well as merging
(Dulgler, 2009).

10
 2.1.5 Organizational change and job satisfaction
The concept of the organizational change comes from the nature and
environment of the organization. Change basically means a serious of events
which supports the process of development in an organization
(KassimTahajud,2010).organizational change generally means rightsizing , new
development and change in technologies, rescheduling operation and major
partnerships.(McNamara,2011).

Organizational change includes mission changes, strategic changes,

operational changes(including structural changes), technological changes,
changing in the attitudes and behaviors of personal’s counter resistance from
different employees and align them to strategic directions of the organization.
In today’s dynamic environment organizational change is indispensible for
every organization to precede and prosper in ever changing business
environment. A survey conducted by McKinsey on a five year data,1536
companies were taken for this survey which generally meant for organizational
change, the result of the survey shows that 38% organization were succeed in
achieving high employee performance (Isem , 2007).

Internal and external factors must be considered in the process of

organizational change in order to alter their way of business for organizational
growth. The goals of organizational change are multi faceted however the major
one’s are improving the organization mergence, crisis intervention and to
overcome day to day hauling competition (Pung, 2007).

Z.Ahmed et al, 2013 Identify six variables. These are leadership,

Communication, Employee development, Tolerance to change, Procedural
justice, and finally employee performance. In these variables, all except
employee performance are independent which it depend on them.

11
2.1.5.1 Employee performance
Employee performance is vital for the success of every organization and
profitability in this dynamic environment (Chien, 2004).now a day’s
organizations require such type of employees who contribute more than their
job scope and far from goals expectations. Most of the organizations copping
with contemporary challenges put more emphasis on employee
performance(Gruman&Saks,2011).according to same authors service firms or
organization like government sectors invest more on their force in order to
maintain long term relationships with them and to increase their performance
along with job satisfaction. The deficiencies of employee performance will be
overcome by effective leadership, communication, motivation, employee
performance and organizational culture (Karatep, ,2006).

2.1.5.2 Leadership
A leader is one whose behavior guides people towards their goal achievement.
Leadership influences managers; employees of the organization and
organization performance with goal achievement (Stogdill, 1974).Different
styles of the leader play a vital role towards enhancing employee’s performance
in order to achieve their goals (Wang , 2009).

According to leprous (1999) classical leadership styles is characterized by a

more directive sharing of information, participation, consultation, delegation
and joint decision making focused on employee orientation and consideration(
Vecchio&Appelbaum,2005).an employee’s autonomy and self responsibility
could be reduced by close control from their leader. If an employee feel to be
competent and has willpower but managerial behaviors that can restrict their
freedom such as observing them all the time or keep on checking their work
performance could draw out psychological problems that could affect the
performance of the employees and such reaction could bring poor job attitudes,
minimal level of efforts by the employee or both (Brehm, 2007).

The success of an organizational change and employee performance depends

mainly on leadership commitment and roles. The key to success of these

12
leaders depends on vision rather than analysis on learning rather than on
knowing because leader has a strong communication of the vision because this
is more important in today’s leaders (Wesley, 1996).a leader has the ability to
influence their employees so that they can work efficiently and get the things
done in order to achieve organizational goals (Wang Law, Hacket, Wang
&Chen,2005). the performance of the organization will increases if employees
share their ideas and values each other. A leader is one increase if employees
share their ideas and values with each other. A leader is one who can give
reward to his employees, motivate their employees towards task achievement,
giving incentives; give moral support so that employees put more effort to their
work (Webb, 2007).

2.1.5.3 Communication
Communication is a process through which information, ideas, and knowledge
can be exchanged. There are many ways through which communication
process can be delivered as writing, print or electronic media and through
speech. It is a tool by which people can communicate with each other with
effective communication ideas and information can be conveyed (Wanguri,
1995).organizational communication is defined as the method in which
language is used as a toll to make different kind of societal structures, such as
teams, relationships, and network((Eisenberg, 2007).

Organizational communication takes place in many forms which includes

supervisors communication, communication climate, horizontal
communication media quality, organizational integration, organizational
perspective, personal feedback, subordinate Communication as well as top
management communication (Wanguri, 1995).Communication with workforce
is essential in order to lessen the employees negative impact when changes
done in the organization. Management needs this strategy to win the trust of
the employees through effective communication to enhance employees’
performance and employee perception about management new styles and
trustworthiness (Nikandroun, 2000).

13
When management changes organizational structure those employees who are
career oriented put their extra efforts to groom themselves and make extra
commitment to maintain organizational change efforts (Rashid, 2010).

Through effective communication managers of the organization can build

strong relationship with peers and sub ordinates. Those organizations whose
has an open policy system encourage their employees to give inputs, share
ideas so that organizational performance should be improved (Dahilberg,
2007).

According to (Joseph & Patricia, 2009) communication is more effective to

influence the lower level employees because they are directly related to
production of the organization and shows positive linkage between
communication and productivity. Same authors also states as communication
is most important in HR department because they make decisions regarding on
hiring stage and performance.

2.1.5.4 Employee Development

The process of employee development plays a vital role in developing or let
losing their employees through training and organizational development with
the same purpose of increasing their performance. The basic purpose of
employees’ development is to achieve those units which are human made with
the intention of achieving human potential with the purpose of attaining
organizational objectives and those skilled personal’s are advocated of groups,
organizational credibility and work procedure (Hassen, 2007).Employee
development is necessary for every organization, when these activities are
performed it indicates that organization wants to improve the performance of
their employees. Now day’s organizations are investing much on employee
development programs, the employees utilize their full skills work hard and
want to achieve organizational goals. This indicates that employee development
program indicate those employees who are willing to learn and when they show
willingness to learn they show interest in the development activities as a result

14
they are satisfied with their job which will ultimately lead to increase employee
performance(Elena,2000).When organizations invest on employee development
sessions this will improve employee’s skills, they have better carrier ,growth
and in this way cultural, economical growth will be enhanced on the society
level(Champathes,2006).

2.1.6 Human Resource practices and Job Satisfaction

The concept of human resource management and job satisfaction has been
long lasting in organizational behavior discipline. Several studies have been
conducted to show the relationship between the two constructs. Human
resource focuses on organizational/institutional attributes as perceived by
organizational members, while job satisfaction addresses perceptions and
attitudes that people have towards and exhibit in their work. In their field
experiments, Litwin and Stringer (1968) created different climates, and
discovered that these contributed to different levels of employee satisfaction.

The results of a study by Friedlander and Margulies (1968) showed that

organizational climate is a significant determinant of job satisfaction, reporting
that individuals with different work values were more satisfied in different work
climates and that individuals’ satisfaction with various aspects of their work
depended on certain combinations of climate components.

Hackman (1974) reported that organizational climates that showed an interest

in their employees, provided opportunities for them and recognized their
accomplishments, resulted in their employees being more satisfied. In Ford’s
study of industrial engineers, organizational climate characteristics such as
concern for the feelings of others impacted on job satisfaction. Opportunities
for employee advancement and development appear to be organizational
characteristics that have an influence on job satisfaction. A work environment
that encourages continuous learning and provides new opportunities
influences job satisfaction. All these finding indicate there is positive
relationship between human resource practices and job satisfaction.

15
 2.1.7 The Conceptual Frameworks of the Research
The conceptual frame work for this study was developed based upon or related
to the concepts or convenient to the statement of the problems, objectives and
research questions research want to answer.

This frame work is suitable for the current study as it explains the relationship
between human resource practices and important variables. The frame work
involves both constructs of organizational human recourse practices and job
satisfaction and take into account the relationship between the constructs.
Gerber’s (2003) model depicts several influences on climate. It includes both
internal and external influences, which can be divided into three categories,
namely external, organizational and personal influences. The way in which
individuals observe these influences (perceptions) and form feelings about them
(feelings and attitudes) are different from group to group.

However, the model of this study was limited to internal factors involving
organizational and personal variables. In this conceptual model the human
resource practices dimensions and job satisfactions are either positively or
negatively perceived by organizational and biographical variables. It is theorized
that these variables potentially affect the organization’s perceived climate
categories and employees’ job satisfaction. The frame work also depicted those
different human resource practices categories that can influence employees’ job
satisfaction.

In this conceptual model organizational human resource practices categories

are independent variables whereas job satisfaction is dependent construct.

16
  Independent Variables

Demographic factors

Job Level (position)

Dependent Variable
Salary and benefit
Package
 Job satisfaction

Leadership

Interpersonal
relationship

Figure 2.1: Conceptual Frameworks of the Research

As tried to depict in the above diagram the perception of different respondents
(group) on some selected human resource practices dimensions such as
Demographic factors ( age, sex, years of service), Job level, salary and package,
leadership and interpersonal relationship which are considered as independent
and job satisfaction as dependent variable. More over job level and salary
package put aside because there may those employees who have the same
positions with different salaries and vice versa.

Leadership and interpersonal relationship are independent variables used to

test the employee’s perception on administration and existence of trust among
the employees and administration too respectively.
17
 CHAPTER THREE

RESEARCH METHODOLOGY

Introduction
This chapter focused on research approach, sampling design, instruments of
data collection, procedures of data collection, data analysis procedures and
validity and reliability test.

3.1. Research Approach and Method

In order to answer the research questions and achieve the stated objectives,
the study used a combination of descriptive and casual research designs. As it
is clearly annexed the second part from question number1 up to 29 are all
about examining the practices of human resource managements practices in
captioned town. Therefore, in order to analyze the existing situation under
consideration, descriptive research design was employed. Moreover, the third
part of the annexed questioners showed as the qualitative data obtained from
the administration also used for this study. On the other hand, causal research
design was employed for the relation between the effects of human resource
practices on employee job satisfaction. Causal research is designed to collect
raw data and create data structures and information that will allow the
decision maker or researcher to model cause-and-effect relationships between
two or more decision variables (Hair et al.1998).

The research also used a cross sectional survey because the data was collected
at one point in a time to compare the effect of human resources practices on
the job satisfaction. Cross sectional design is a study in which various
segments of population are sampled at a single point in a time (Zikmend,
2003).

18
3.3. Target Population
The population of the study was the selected offices under Burayu town
administration (Finance and Economic Development Bureau, Civil Service
Bureau, Trade and Market Development Bureau, Land Development
administration Bureau, Communication Bureau, Youth and Sport Bureau,
Education Bureau, Water and Irrigation Bureau).

3.4. Sampling method and Sample size

The total populations of the study areas are 540 employees. It is very expensive
to collect data from all these employees, so that the researcher has to
determine sample which is representative for the total population. Using Toro
Yemane’s (1973) as cited by Fikadu Abdisa, the sample size is determined by
the following formula.
N
n=
1 + N(e)2
where ‘n’ is the required sample size,
N- is the population size and
e- is the level of percision(0.05)
Applying the above formula the sample size of the study is 241.
The target population and sample size of the study stares as summarized here
under;

Total Population Sample Size

Male Female Total Male Female Total
405 135 540 181 60 241
Table 3.1 population and sample size

Source: Burayu town administration civil service bureau and own computation

19
3.5. Data Type and Source

The study was employed both qualitative and quantitative data. The qualitative
data are those collected through interview whereas quantitative data are the
objective items which were collected through questionnaires. Regarding the
data source, the study used both primary and secondary sources.

Primary source of data were employed of the sampled and secondary was the
materials used (referred) from the administration office.

3.6. Data Collection Instruments

The main tool used in this study for data collection was a questionnaire. A
questionnaire is a formalized set of questions for obtaining information from
respondents that translate the researcher’s information needs into a set of
specific questions that respondents are willing and able to answer.

For the purpose of data collection, the researcher used closed-ended

questionnaires and structured interviews. Closed-ended questionnaires were
developed from already prepared questionnaires by different authors (Belete
Getnet et al, 2014, as intended to answer objectives researcher wants to
examine. On the other hand open ended questions prepared by researcher
based on the core issues of the topic in general for Head of employees affairs
(Civil service and good governance Bureu).

3.7. Data Collection Procedure

A self-administered, structured questionnaire was used to gather data from

employees. The researcher was formally request permission from the
municipality via endorsement of the University letter for the study. Then after
getting permission, distribution and collection of questionnaires and
interviewing of the sampled population was made by the researcher as per the
schedule.

20
3.8. Data Processing and Analysis

3.8.1. Data Processing

After collecting data from primary sources it was appropriately checked. In
addition to that in-house editing was made by the researcher to detect errors
committed by respondents during completing the questionnaires. Then the
edited data was coded and manually enter in to the computer (Micro soft Excel)
then ported to IBM SPSS statistics Version 24.

3.8.2. Data Analysis

In the study both qualitative and quantitative methods of data analysis
techniques was employed. Analysis of data in this research was done by using
statistical tools like frequency, mean, standard deviation, correlation and
multiple regressions. A descriptive analysis was also used for demographic
factors such as gender, current position, marital status, educational level, and
work experiences in the administration.

In the study three hypotheses were analyzed using methods of statistical

inference. Pearson Correlation analysis was conducted to test the existence of
significant relationship between the Human Resource practices and employee
job satisfaction, the demographic variables effect on job satisfaction was
computed. Then, the multiple regression analyses were also conducted to
determine by how much percent the independent variable i.e. Human Resource
practices dimensions explain the dependent variable which is job satisfaction.
Tables were employed to present the data.

Base on the conceptual model of the study expressed by Figure 2.1,

mathematically the relationship between Human Resource practices and
employee job satisfaction is expressed in the multiple regression equation as:

Y = X0 +X1 (SBP) +X2 (IPRSH) +X3 (COC) +X4 (TD) X5 (PA) +X6 (ADMLS) +e
Where: Y= Employee Job satisfaction.
SBP = Salary, Benefit and Packages.
IPRSH = Interpersonal Relationship.

21
 COC = Communication.
TD =Training and Development
PA=Performance Appraisal
ADMLS = Administration and leadership styles
X0= the constant parameter.
X1= Salary, Benefit and Packages.
X2= Interpersonal Relationship.
X3= Communication
X4= Training and Development
X5= Performance Appraisal
X6= Administration and leadership styles
e=error term
In accordance with the above mathematical model the constructed hypothesis
were tested by considering significance level of each constant parameter in
multiple regression analysis.

3.9. Reliability Test

In any research results, the issue of validity and reliability are important
confidence measures. The validity of the instrument was and found valid
Cronbach's alpha is one of the most commonly accepted measures of reliability.
It measures the internal consistency of the items in a scale. It indicates that
the extent to which the items in a questionnaire are related to each other
Fubara and Mguni, (2005). The normal range of Cronbach’s coefficient alpha
value ranges between 0-1 and the higher values reflects a higher degree of
internal consistency. Different authors accept different values of this test in
order to achieve internal reliability, but, satisfactory value is required to be
more than 0.6 for the scale to be reliable (Sekaran, 2003 as cited by Sirbel,
2012).

22
Table 3.2 Cronbach's Alpha for each field of the questionnaire

No Field Number of Cronbach’s

Items Alpha

1. Salary, Benefit and Packages 4 0.905

2. Interpersonal Relationship 4 0.568
3. Administration and Leadership style 11 0.857
4. Training and Development 4 0.83
5 Communication 4 0.683
6. Performance Appraisal 4 0.712
7. Job Satisfaction 10 0.751

8. Overall items 39 0.911

Source: Own Survey (May, 2017) n=221

In the study the Cronbach’s alpha coefficient was calculated for each field of
the questionnaire. Table 3.1 above shows the values of Cronbach’s Alpha for
each variable of the questionnaire and the entire questionnaire. For the fields,
the values Cronbach's Alpha ranged between 0.568 and 0.857 and the overall
Cronbach’s Alpha for entire questioner was 0.911. This range is considered
high. Hence, the result ensures the reliability of each field of the questionnaire
Cronbach's Alpha for the entire questionnaire equals 0.911 which indicates
very good reliability. Therefore, it can be said that the above questionnaire is
adequately reliable.

23
 CHAPTER FOUR

DATA PERESENTATION, ANALYSIS AND INTERPRETATION

Introduction

This chapter deals with presentation and discussion of the statistical result of
both the descriptive and inferential statistics. Moreover, the correlation,
regression analysis and hypothesis testing were conducted for the studied
variables.

4.1. Response rate respondents

For this study a questionnaire with 39 and 5 close-ended items for general
(objective) and demographic related respectively were used to collect
information from employees of Burayu town administration regarding the
independent variables (Salary benefit and Packages, Interpersonal relationship
among the employee, leadership, training and development offered,
Communication, performance appraisal, administration of the organization
issues) and the dependent variable Job satisfaction.

24
Table 4.1: Number of distributed, collected and Response rate

Sr. Response
No. Bureaus Distributed Returned Rate in (%)
Finance and Economic
1 Development 44 39 88.6
2 Civil Service 25 21 84.0
Land Development
3 administration 32 29 90.6
Trade and Market
4 Development 33 30 90.9
5 Communication 23 21 91.3
6 Youth and Sport 28 26 92.9
7 Education 27 26 96.3
8 Water and Irrigation 29 29 100.0

221
Total
Source: Own Survey (May, 2017) n=221

As shown in the Table 4.1 below, a total of 241 questionnaires were distributed
to employees of captioned administration. Of the total dispatched
questionnaires, 221 (91.7%) were filled up and returned. This clearly indicated
that by considering 5% contingency held for non respondents, 96.1% of the
sample was cooperative and responds accordingly.

25
4.2. Demographic Characteristics of the Respondent

Table 4.2: Frequency and %age of Respondents’ Demographic Characteristics

No Demographic Classification Frequency %age

Factors (n = 221) (%)

1. Sex Male 133 60.2

Female 88 39.8

2. Current position Expert 160 72.4

Management 31 14
Supportive staff 30 13.6

3. Marital status Single 125 56.6

Married 90 40.7
Divorced 6 2.7

4. Education level Degree 167 75.6

Diploma 30 13.6
Masters 17 7.7
<Diploma 7 3.2
5. Experience 5 years or less 106 55.2
From 6 – 52 37.8
10years 39 4.6
From 11 – 15 24 2.5
Years
>15 years
Source: Own Survey (May, 2017) n=221

As shown in table 4.2 above regarding genders, 133 (60.2%) are male and the
remaining 88 (39.8%) are females’ .this shows gender distribution in the
sample was not equal.

As indicated in the 4.2 above concerning marital status, 125 (56.6%) are
unmarried (single), 90 (40.7%) are married and 6 (2.7%) are divorced.

26
This describes majority of the respondents are single and not engaged in
marriage so far. As indicated in the same table 4.2 above, 167 (75.6%) of the
respondents are BA degree holders, 30(13.6%) are Diploma holder, 17 (7.7%)
are masters, 7(3.2%) less than Diploma holders.

The current position (Job level) of the employee was also other demographic
variables assessed. Accordingly, out of 221 respondents majority of them
160(72.4%) are Expert (professionals).whereas 31(14%) are management and
the rest 30(13.6%) are supportive staffs such as Guard, Messengers and
typewriters which clearly shows as almost all operating units were participated.
again same table 4.2 above indicates that the majority, 106 (48%) of the
respondents had been working in the administration for the last 5 or less
years. Similarly, 52 (23.5%) and 39 (17.6%) of them are working in the
captioned administration for the year between 6 - 10 and 11 to 15years,
respectively. In the same situation, 24(10.9%) individuals respond as they have
been working in the same administration for more than 15years. This indicates
that most of the employees are joined the organization in the last five years and
the number of employee who served in the organization for more than 15 years
are very stumpy.

4.4. Descriptive Statistics

4.4.1. Perception Level of Employees on Salary, Benefits and Packages (SBP)

In this section of the analysis, the employees’ responses were used to assess
their perception level on SBP dimension and job satisfaction. From the
collected data, mean scores and standard deviations were calculated for all
Five-Point Likert Scale items. Then to assess the employee’s perception level on
each SBP dimensions and Job satisfaction (JS) descriptive statistics, mean and
standard deviation were considered.

27
In the analysis to make the interpretations understandable, the mean scores
are converted into percentage scores using the formula, (Rao and Abraham,
1991) cited in Mulatu Takele (2013): as

climate percentage score = (Mean value-1) x 25; where the score 1

corresponds to 0%, 2 represents 25%, 3 corresponds to 50%, 4 represents
75% and 5 represents 100%. The percentage indicates the degree at which
the particular items exist in the organization under the consideration. It
is certainly desirable for the organizations to have percentage scores at
least above 50% (average) on each item to say it has moderate organizational
climate. As Rao (1991), cited Mulatu Takele (2013), if the bureaus score
60% and above they reasonably do have a good developmental climate,
and if they score 75% and above there is a good degree of improvement
desirable in the bureaus and presumed that at this level there are conducive
climates and most employees have positive attitudes towards their work and to
the Bureau.

Table 4.3.Perception of employees on SBP

Std.
Deviation % age
N Mean
1. I am fairly paid for 221 2.90 1.11 47.62
my position
2. I am satisfied with 221 2.85 1.05 46.15
my salary package
3. My salary package
is fair in
comparison with 221 2.64 1.14
similar positions in 41.06
the market
4. I am satisfied with 221 2.59 1.06
my benefit 39.71
packages
Overall score 221 2.75 1.09 43.64

Source, Own survey (May, 2017) N=221

28
As clearly shown in the table 4.3 above the percentage score result of
descriptive statics for SBP ranges from 39.71% to 47.62%.

As indicated in the above (table 4.3) the mean value for the item1 is
2.9(standard Deviation=1.11)which is below average .Also for item 2 the mean
value is 2.85(standard deviation 1.05),which is also below average. For item 3
the mean value is 2.64(standard deviation 1.14) again which is below the
average. For item 4 the mean value is 2.58(standard deviation 1.06) which is
below the average value too. All the values for each items are below average, as
well as the overall mean value is 2.75 (1.09 standard deviation) this shows that
employees have poor perception on SBP.

On the other hand, the interview made with concerned government organ of the
bureaus related with SBP, the SBP their organization provides was obsolete
and currently administration of newly adopted SBP is under progress. This
poorly perceived organizational climate is mostly originated from already
obsolete SBP used and the position in which most of the employee is currently
possessed is expert (which is less than salary, benefit and packages offered for
the management).

4.4.2. Employees’ Perception on Interpersonal Relationship

Employee’s interpersonal relationship as one of the Human Resource practices
affects the performance and job satisfaction of the employees directly or
indirectly. The analysis for interpersonal relationship of Human Resource
practices depicted here under;

29
Table 4.4: Perception of the employees on Interpersonal relationship

Std.
Deviati %Age
Questionnaires’ Items N Mean on
1. I am Happy with my coworkers 221 3.87 .93 71.8

2. I am solving the problem with my team 221 3.74 1.03 68.6

member
3. There is fear among the team members. 221 3.24 1.28 56

Valid N (list wise) 221

Overall scores 221 3.62 1.08 65.47

Source: Own Survey (May, 2017) n=221

As shown in Table 4.4 above, interpersonal relationship was assessed by 3

measurement items. Accordingly, the mean value for the item 1 is 3.87
(standard deviation=0.93) which is above the average, for item 2 the mean
value is 3.74 (standard deviation 1.03) which is above the average. Also the
mean value for the item 3 is 3.24(standard deviation1.28) which is above the
average value. All the items as well as the overall men values are above the
average values. This shows that the employees have good perception on the
Interpersonal relationship in the organization.

On the other side, information collected from interviewing the concerned

government organ of the administration (Civil service and good governance
bureau) their government gave due attention for employee so that as they
delivered the intended service for intended societies (government too).
Additionally, the interviewee responds as there were fear among the employees
due to temporary issues (conflict) happened around in the last year.

30
4.4.3 Employees’ Perception on leadership Organization’s Dimension.

As the variables of organizational climate leadership styles assessed to know

how the employees perceive it and its effects on job satisfaction.

Table 4.5: Perception of employees on f Leaderships organization’s Dimension

Mea Std. %age

Questionnaires’ Items N n Deviation
My immediate leader sees and positively
responses to issues I raise to him/her
3.39 1.02 59.95
221
The management style of my immediate leader is
generally participative
221 3.28 1.01
57.13

My immediate leader reflects strong leadership 221 3.21 1.05

skills 55.20

My immediate leader positively responses to 221 3.39 0.98

customers 59.84

My immediate leader is knowledgeable and 221 3.29 1.01

handles well his/her work 57.35

Valid N (listwise) 221

Overall scores

221 3.32 1.01 57.80

Source: Own Survey (May, 2017) n=221

As the statistical results on Table 4.5 above depicts, the mean results indicates
employees are slightly perceived similarly in all items of OCV. As clearly shown
in the above table, the respondents’ immediate leader sees and positively
Reponses for issues raised to s/he weight more than others 59.95% with
3.3982 mean scores and1.02016 standard deviation.

31
The next highest Leadership item of Human Resource practices variable is the
responsiveness of the respondents’ immediate leader for the customers 59.84%
with mean sores =3.3937 and 0.9880 standard deviation.

From both sceneries it is possible to say the immediate leader for the
administration under consideration responds positively to employees and
customers is supported by majority of respondents which is slightly higher
than the minimum standard required for the conducive environmental
condition for smooth operation of an organization. Moreover, the other two
interrelated items of Leadership (My immediate leader is knowledgeable and
handles well his/her work & the management style of my immediate leader is
generally participative) were also almost similarly and significantly supported
by the respondents. It is also inferred from the above table, even though the
immediate leader of the respondents has respond positively for employees and
customers as well as had skills and knowledge to do his/her work, as there
were strong leadership style is existed perceived by respondents
simultaneously.

The overall scores of items of leadership Human Resource practices variables

shows majority of the respondents support the conducive leadership OCV 57.8
with mean score=3.315 and standard deviation=1.0147 which is slightly higher
than minimum range expected from an organization operating in normal
condition(50%).

On the other hand, Information obtained while interviewing head of

municipality, even though there were some problems regarding service
delivering and leadership, currently the dip renaissances under progress is
essential and accepted by the stakeholders too which also strictly continued.

4.4.4. Employees’ Perception on Training and Development Dimension.

Training and Development is the OCV which have the same basic concept with
slightly difference has also assessed to know employees perception’s towards
how it is offered for them.

32
Table 4.6: Perception of the employee’s on Training and Development

Std.
Deviat
%age
Questionnaires’ Items N Mean ion
Training and development
is given for employee 2.89 1.12 47.4
221
based on job needs
Development and Training
is provided based on 2.98
221 1.27 49.5
political ideology
Clear promotion criteria
are available in the 221 2.9 1.01 47.5
organization
Valid N (listwise) 221
Overall scores 221 2.92 1.13 48.2
Source: Own Survey (May, 2017) n=221

As it is shown in the Table 4.6 above, in this section of the questionnaire the
mean result indicates employee’s perception on Training and Development
provision slightly below the minimum standard. As shown in the same table,
the statement training and development given based on political ideology of the
employees supported by majority of the respondents (49.5) with mean
score=2.9819 and standard deviation 1.27908. moreover, the statement there
is clear promotion are available in the organization and T and D given based on
job needs were perceived poorly by the respondents 47.5 and 47.4 respectively
with mean=2.9005, standard deviation=1.00411 & Mean =2.8959,standered
deviation 1.12534 correspondingly.

The overall scores of the Training and Development provision practices in

municipality under consideration is poorly perceived by the respondents
(48.2%) with mean score =2.9262 and standard deviation=1.1362 and majority
of the respondent perceived as the T and D is offered mostly based on job
needs than individuals’ political views.

33
On the other hand information gathered through interview from concerned
government organ of the municipality explained that even though awareness
and stands to achieve government’s policy is a crucial and main point, in most
cases training rather than related with political ideology usually given based on
job needs as deemed necessarily.

4.4.5. Employees’ Perception on Communication

As an Human Resource practices variables which affects the employee job
satisfaction and performance employees perception towards communication
within the organization and among each other was assessed. Accordingly the
mean, standard deviation and computed average results summarized in the
table 4.7 hereunder;

Table 4.7: Perception of the employees’ on communication

Std. % age
Deviati
Questionnaires’ Items N Mean on
There is clear communication among employees in my 221 3.35 1.01 58.90
Bureau

The communication and strategic plan of my 221

3.33 0.96 58.30
organization is transparent and two ways

I am freely communicate with my staff as whole 221 3.65 1.02 66.40

my organization spends too much time on unessential 221

3.33 1.08 58.50
issue/problems

Overall score 221 3.42 1.02 60.50

Source: Own Survey (May, 2017) n=221

As it can be seen from Table 4.7 above, the highest mean value from employees
perception was attached to the item “I freely communicated with my staff as
a whole” and adequately supported by 66.4% with mean scores =3.66561 and
standard deviation =1.02217 where as the rest items considered (there is clear

34
communication among employees, the communication and strategic plan in the
organization is transparent) 58.9 and 58.3 respectively slightly balanced with
the item stated as the organization spent too much times on unessential
issues(58.5).

The overall scores of the for the communication practices is supported by

majority of the respondents 60.5% with average mean score =3.4208 and
standard deviation=1.0188 provided that spent of too much times on
unnecessary issues perceived do not neglected which is poorly proficient.

Similarly, information gathered from an interview conducted with municipality

administration, shows as there is an opportunity to freely communicate among
(with) the employees, all stakeholders and the organization developed a habit of
respecting one’s ideology that the constitution as well as nature rewards the
citizens & human beings respectively and their government assures it.

4.4.6. Employees’ Perception on Performance Appraisal practice

Since Performance Appraisal affects the employees’ job satisfaction, it was

taken as organizational climate variables. The computed mean, standard
deviation and average perception was clearly indicated in the following,

35
Table 4.8: Perception of the employees on Performance Appraisal

Std. % age
Deviati
Questionnaires’ Items N Mean on
My performance is appraised based on pre planned
221 3.39 0.93 60.0
activities and actual performance

Appraisal result and employee performance is really

221 2.90 0.93 47.6
match and practical

I am satisfied with the way my work is evaluated 221 3.11 0.93 52.9

I am satisfied with the recognition given to my good

221 3.20 0.99 55.1
work

Overall score 221 3.156 0.94 53.9

Source: Own Survey (May, 2017) n=221

As shown above (Table4.8) out of the performance appraisal measurement

items, my performance is appraised based upon pre planned activities and
actual performance perceived (supported) by majority of respondent 60% with
mean scores =3.39 and standard deviation=0.93 which is adequately higher
than the minimum standard expected from healthy organizational climate
adopted. Whereas the items (statement) intended to asses weather the
employee’s Appraisal result and employee performance is really match and
practical or not is poorly perceived 47.6% with mean=3.39 and standard
deviation=0.93 which is slightly below average standard.

The overall average score 53.9% with average mean=3.15 and average standard
deviation=0.94 shows as majority of the respondents perceived the items of
performance appraisal Human Resource practices which is around the
minimum requirement is moderately and slightly above the standard provided
that the appraisal result and employee performance is really match and
practical is poorly practiced and should not override.

36
On the other hand, the interview made with municipality head related with the
issues (performance Appraisal and employees’ complain management office) the
organization practicing the practical effort wise measured performance
appraisals though the full administration of the system is very difficult not only
for their municipality but also for the country(Ethiopia) as a whole.

4.4.7. Employees’ Perception on Job satisfaction

Employees’ job satisfaction as one of dependent variables assessed to know the
employees perceptional level toward their jobs currently they are engaged in.
accordingly, ten items of job satisfaction with regard to human resource
practice’s variables were tested/seen / with computed mean score, slandered
deviation and averaged scores as clearly depicted in the next table 4.9.

37
Table 4.9Perception of the employees on Job satisfaction

Std.
N Mean Deviation
% age
I find my work challenging 219 3.47 1.02 62.0

I find my work is
221 3.47 1.05 61.8
interesting

I feel my future in the

221 3.41 1.10 60.4
organization is bright

I am motivated by job and

221 3.44 1.10 61.1
am happy with it

I am happy with the way

my co-workers get along 221 3.60 0.93 65.0
with each other

I am satisfied with my
221 3.302 1.04 57.6
chances for promotion

I do not feel that the work I

218 2.96 1.11 49.1
do is appreciated

I sometimes feel my job is

191 2.61 1.19 40.3
meaningless

I find the organization

retains its best and 221 3.41 0.91 60.3
experienced employees

I find the organization cares

221 3.22 1.01 55.5
for its employees

Average scores 218 3.2924 1.05 57.31

Source: Own Survey (May, 2017) n=221

As shown in the above table, the variable (items) sated as “I am happy with the
way my co-workers get along with each other” weight (supported) by the
respondents more than other items which is 65% with mean= 3.6018,

38
Standard Deviation =0.93 which is greater than minimum requirement
stipulated. Moreover, the items stated as “I sometimes feel my job is
meaningless” is poorly supported by the employee (respondents) only40.3%
with mean score=2.6126 and standard deviation=1.19

As the statistical results on Table 4.9 above depicts, the moderated mean of
items in this section was attached to the items that are intended to address
employee’s perception towards work challenging, Job interesting, feeling on
organization’s future feeling, motivation aspects which account approximately
around 61%. Additionally, the statement “I am satisfied with my chance of
promotion is poorly supported compare to the others variables.

The overall average score of the job satisfaction ten items assessed (10) shows
the job satisfaction in the area under consideration is supported slightly by
majority the respondents 57% with averaged mean score=3.2924 and standard
deviation=1.0503 which is somewhat above minimum requirement though
significant items were unsupported by a number respondents.

In this regard information obtained from interview showed that a municipality

administration is currently on working and give due attention for the issues of
employees with higher hierarchy government than for ever with cooperation of
all stakeholders.

4.5. Examining effects of work environment on job satisfaction

In this study, to process the correlation analysis, data from the scale typed
questionnaires were entered in to the SPSS software version 24.

Pearson correlation coefficient is used to specify the strength and the direction
of the relationship between the independent variable (Salary, benefit and
package, interpersonal relationship, leadership, training & development,
communication, performance appraisal and administration and leadership
style) and the dependent variable i.e. Job satisfaction.

39
Table 4.10: Correlations between HR practices and Job satisfaction
Correlations
T
SBP IPRSH LSH &D COC PA ADLDSH JS
SBP Pearson 1 .240** .249** .281** .273** .421** .324** .407**
Correlation
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 221 221 221 221 221 221 221 221
IPRSH Pearson .240** 1 .490** .402** .388** .394** .510** .297**
Correlation
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 221 221 221 221 221 221 221 221
** ** ** ** ** **
LSH Pearson .249 .490 1 .356 .627 .727 .638 .509**
Correlation
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 221 221 221 221 221 221 221 221
** ** ** ** ** **
T and D Pearson .281 .402 .356 1 .557 .470 .477 .267**
Correlation
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 221 221 221 221 221 221 221 221
** ** ** ** ** **
COC Pearson .273 .388 .627 .557 1 .643 .575 .460**
Correlation
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 221 221 221 221 221 221 221 221
** ** ** ** ** **
PA Pearson .421 .394 .727 .470 .643 1 .614 .587**
Correlation
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 221 221 221 221 221 221 221 221
ADLDSH Pearson .324** .510** .638** .477** .575** .614** 1 .336**
Correlation
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 221 221 221 221 221 221 221 221
JS Pearson .407** .297** .509** .267** .460** .587** .336** 1
Correlation
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 221 221 221 221 221 221 221 221

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

Source: Own Survey (May, 2017) n=221

As it is indicated in the below, generally there is a positive, and statistically

significant correlation between HR practices dimensions and Job satisfaction at
1% level of significance which signifies the effect of HR on the Job satisfaction
Burayu town administration.

4.5.2. Discussion of the Correlation and Hypothesis Testing Results

As clearly shown in the above table 4.10, performance appraisal is highly
correlated with job satisfaction of an employee’s and the least correlated is

40
Training and development. The findings of this research supported the earlier
works on this subject matter with slightly differed on strength of the correlation
with finding of research done by Mulatu Takele et al, 2013, Fikadu Abdisa et
al,2014. Similarly a hypotheses attempt to approve the relationship or
correlation between organizational climate and job satisfaction is positively
supported.

By taking the strength of their relationship, the finding further indicates that in
the captioned organization (municipality) the correlation among the practice of
human resources and Job satisfaction ordered as follow; Performance
Appraisal, Leadership, communication, salary benefit & packages,
Interpersonal relationship administration styles and Training &development
from highly correlation to least correlation. These results also correlate with
the studies conducted by Field & Abelson (1982), Hellriegel & Slocum (1974)
Kerego and Mthupa (1997), FikaduAbdisa (2014) and Solomon Markos
&TekleAbeba (2016).

4.6. Regression Analysis and Hypothesis Testing Results

The regression analysis was conducted to know by how much the independent
variable explains the dependent variable. In this study, regression was
employed to examine the effect of the independent OCVs such as salary benefit
and packages, Interpersonal relationship, Leadership, Training and
Development, communication and performance Appraisal on dependent
variable Job satisfaction.

Table 4.11. Regression result of organization climate variables.

Unstandardized Standardized
Coefficients Coefficients

Std.
B Error Beta t Sig.
Model
1 (Constant) 1.445 0.216 6.678 0.000

41
 Salary, Benefit 0.138 0.037 0.223 3.789 0.000
and Packages
Interpersonal 0.049 0.056 0.057 0.884 0.377
relationship
Leadership 0.143 0.064 0.196 2.231 0.027
Training and -0.053 0.055 -0.064 - 0.343
Development 0.951
Communication 0.155 0.078 0.155 1.977 0.049
Performance 0.315 0.076 0.365 4.134 0.000
Appraisal
Administration -0.167 0.074 -0.172 - 0.026
and Leadership 2.247
styles

Source on survey(may,2017)

Model Summary

R Adjusted R Std. Error of the

Model R Square Square Estimate
1 .896 0.801 0.809 0.465
a. Predictors: (Constant), administration and leadership styles,
Salary, benefit and packages, training and development,
Interpersonal relationship, communication, leadership,
performance appraisal

ANOVA
Sum of Mean
Model Squares df Square F Sig.
1 Regression 33.058 7 4.723 21.814 .000
Residual 46.114 213 0.216
Total 79.172 220
a. Dependent Variable: Job Satisfaction
b. Predictors: (Constant), Administration and Leadership styles, Salary,
Benefit and Packages, Training and Development, Interpersonal relationship,
Communication, Leadership , Performance Appraisal

42
The values of the unstandardized Beta Coefficients (β) indicate the effects of
each independent variable on dependent variable. Furthermore, the values of
the unstandardized Beta Coefficients, indicate which independent variable
(OCV) makes the strongest contribution to explain the dependent variable (Job
satisfaction), when the variance explained by all other independent variables in
the model is controlled. The t value and the sig (p) value indicate whether the
independent variable is significantly contributing to the prediction of the
dependent variable. This correlates with the results of the previous studies of
Eweet (2001).

Hypothesis 1. Human Resource practices significantly affect the employees’

job satisfaction

H0: There is no statically significant effect of Human Resource practices on job

satisfaction.

H1: There is statically significant effect of Human Resource practices on job

satisfaction.

As clearly shown in the above table 4.11, an Human Resource practices (salary,
Benefits & packages, Communication, leadership, performance Appraisal)
significantly affects the job satisfaction of employees. However the extent of
their effect was varies ranging from salary benefit and packages and
Performance Appraisal are the highest to administration and leadership stales
the least one. On the other hand two variables (Inter personal relationship and
Training & Development perceived by majority of the respondents has no
significant effect on their job satisfaction. Therefore, the Null hypothesis there
is no significant effect of these variables on employees’ job satisfaction was
rejected and an alternative (there is statically significant effect of an
organizational climate on the employee job satisfaction) was accepted.

Consequently, the effects of these organizational variables have adverse effect

on the job satisfaction and performance of an employee in Burayu town
administration and should be strictly consider.

43
Table 4.12. Regression result of Demographic variables on Job
satisfaction.

Unstandardized Standardized
Coefficients Coefficients

Std.
B Error Beta t Sig.
Model
1 (Constant) 3.458 0.336 10.299 0.000

Gender of respondent - 0.085 -0.053 -0.759 0.449

0.065

Marital status of 0.036 0.081 0.032 0.445 0.657

respondent
Experiences of the - 0.042 -0.096 -1.319 0.189
respondent 0.055

Educational Level of the - 0.080 -0.040 -0.524 0.601

respondent 0.042

Current Position of the 0.053 0.091 0.047 0.584 0.560

respondent

Source: Own Survey (May, 2017) n=221

Hypothesis 2: Hypothesis related with Demographic and job satisfaction.

Ho: There is no statically significant difference in job satisfaction that varies by
demographic variables

H1: There is statically significant difference in job satisfaction that varies by

demographic variables.

As clearly shown in the above table 4.11 the respondents perception on their
job satisfaction has no significant difference by demographic variables (Gender,
Marital status) with p-values 0.449 and 0.650 respectively which is higher

44
than 0.05.this result support the study done by Me sempane et al(2002), and
Tekile Abeba& Solomon Markos (2016).

Therefore, the null hypothesis (Ho) there is no statically significant difference

of employees perception on job satisfaction that varies with demographic
variables, was supported/ accept and an alternative hypothesis (H1) was
rejected.

Hypothesis 3: Hypothesis related with employees position and

experiences (Tenure)

H0: There is no statically difference in perception on Human Resource

practices and job satisfaction among the employees that varies by their job
level or positions.

H1: There is statically difference in perception on Human Resource practices

and job satisfaction among the employees that varies by their job level or
positions.

As depicted under table 4.11 to know the impact and variances of the positions
(employee current job level) effects on their job satisfaction, there was no
significant scores scored for the item(current position of an employee) which is
p-value .560.i.e.. There is no statically significant effect happened. Hence Null
hypothesis there is no statically difference in perception on Human Resource
practices and job satisfaction among the employees that varies by their job
level or positions was supported.

Hypothesis 3.1

H0: There is no statically difference in perception on Human Resource

practices and job satisfaction among the employees that varies by their
experiences/tenure.

H1: There is statically difference in perception on Human Resource practices

and job satisfaction among the employees that varies by their
experiences/tenure.

45
To know the employee’s tenure in the municipality under considerations effect
on Human Resource practices and weather it is varies among the employees
based on the experiences the possessed again regression analysis applied as
put in the same table (table 4.11). it clearly shows as there is no significant
employees’ job satisfaction deviate (differ) by the position they have with p-
value 0.189 which is greater than 0.05.Hence, the null hypothesis stated as
(Ho) There is no statically difference in perception on Human Resource
practices and job satisfaction among the employees that varies by their
experiences/tenure was accepted and the alternative hypothesis (H1) rejected.

Table 4.13.Summary of hypothesis testing

Hypothesis Tool Outcome

H1 : Human Resource practices variables have no Multiple Regression Rejected

significant effect on job satisfaction

H 2 There is no statically significant difference in Multiple Regression Accepted

job satisfaction that varies by demographic
variables
H3: There is no statically difference in perception Multiple Regression Accepted
of job satisfaction varies by their job level

H4: There is no statically difference in perception Multiple Regression Accepted

of job satisfaction varies by tenure

Source: Own Survey (May, 2017) n=221

46
 CHAPTER FIVE

SUMMARY, CONCLUSION ANDRECOMMENDATION

This chapter deals with the summary of major findings of the study and
conclusions drawn from the analysis made. Furthermore, based on the findings
of the study possible recommendations are made for all stakeholders to
maintain conducive environmental climate accordingly.

5.1. Summary of Major Findings

The main purpose of this study is to explore the effect of human resource
practicing on employee job satisfaction in Burayu town. To examine the effect
of these HR practices, the specific objectives were:

 Examining the perceptions of employees towards these variables; to

identify whether there is statically significant difference in perception of
their Human Resource practices and job satisfaction that varies by
difference in demographic variables, to determine the relationship
between human resource practicing and employee job satisfaction
 To determine whether there is a difference in perception on human
resource practicing and job satisfaction among the employees that varies
by their job level or position
 To identify the practice of the administration for the practices of HR
practicing and on their job. more over analyzing the relationship between
dimensions of Human Resource practices variables (Salary, benefits and
packages, interpersonal relationship, communication, performance
appraisal, training & development and administration and leadership
styles are with employee job satisfaction to identifying the relative
influence of these human resource practicing on Job satisfaction the
case Town.

The reliability test shown in the Table 3.1 illustrates all the quaternaries
were reliable and acceptable with Cronbach's Alpha result 0.911.
47
Related to the demographic characteristics Table 4.2 specify that majority of
the employees 133(60.2%) were male and the rest 80(39.8) were female
employees. The major Findings are;

 Regarding employees perception towards practicing of human resource

dimensions, Table 4.3, Table 4.6, and Table4.8 illustrate that generally in
the town under consideration, the practices of some selected human
resource variables (Salary, benefit, packages, training & development
performance appraisal) was poorly administered/perceived.
 Moreover, Table 4.4,Table 4.5 and Table 4.7 clearly demonstrate human
resource variables (interpersonal relationship, communication,
Administration and leadership styles) are moderately (satisfactorily)
practiced by the captioned municipality (Burayu).
 On the other hand the perception of the employees towards the variables
of the human resource was not significantly varied by the employees
based on Demographic and educational background as well as tenure.
 As it seen in Table 4.9 the employees of the administration were
generally slightly satisfied with their jobs (57.3%) with average mean
score=3.29 and standard deviation=1.05 respectively.
 The result of correlation analysis, Table 4.10 shows that all the
independent variables ( Salary, benefit & packages, interpersonal
relationship, training & development, communication, performance
appraisal , administration and leadership styles) are positively and
significantly correlated with the dependent variable(Job Satisfaction) at 1
% level of significance (P <0.000).
 Multiple regression analysis conducted to test the hypothesis as
indicated in able 4.11, Table 4.12 and Table 4.13 depict that the model
tested is significant (p<0.000) with the adjusted R square 0.801.This
value indicates that 80.1 % of variance in job satisfaction is attributed to
the six independent variables entered into the regression. The remaining
19.9 % of the variance in satisfaction may attribute to other factors.

48
  Regarding the hypothesis as Table 4.13 illustrate since all the beta
coefficients were found significant all the hypothesis in the study are
accepted except for the first hypothesis.
 Generally, the finding revealed that, performance appraisal and
Administration & leadership styles is found being the most dominant
dimension in determining the variation of Job satisfaction in town under
consideration.

5.2. Conclusion

Prior empirical work on human resource practicing implies that in building

conducive Human Resource practices (Salary, Benefit and Packages,
Interpersonal relationship, communication, performance appraisal, training
and development and administration & leadership style) are playing a crucial
role in attaining individual’s Job satisfaction. The present research seeks to
investigate the relationship between these human resource practice and
employee job satisfaction in Burayu town administration .Thus; on the bases of
the finding the following conclusions were made.

Regarding the perception of employees towards HRs practices and job

satisfaction, the findings of the study practically showed that the practices of
each Human Resource practices dimensions (Salary, benefit and packages, ,
Performance appraisal, training and development) whereas (Interpersonal
relationship, communication and administration & leadership style ) are
poorly and moderately practiced respectively even though the overall job
satisfaction of the employee is satisfactory. Therefore, from this ground the
researcher concluded that employee’s perception regarding the practice of
human resource variables and job satisfactory is not tremendous.

As the finding of correlation analyses confirmed, there is also a strong, positive

and significant relationship between human resource practicing dimension
(Salary, benefit, packages, communication, training & development,
performance appraisal and administration& leadership styles) and Job

49
satisfaction. Similarly, from multiple regression analysis result that variability
in Job Satisfaction is resulted from the variability in practicing of HR variables.
Hence, from this the study concludes that the employees’ job satisfaction
which intern in high performance for the overall goal of the organization and
the country as a whole is determined by the emphasis that the administration
(municipality) and government in general give to each dimensions of Human
Resource practices stipulated formerly.

Regarding the relative influence of an individual component of human resource

practicing (variables) is concerned; the result of multiple regression coefficient
shows that performance appraisal and administration & leadership styles are
the most dominant dimension in determining Job satisfaction of an employees.

Finally, the results of this study revealed that human resource practicing
variables implementation influences the job satisfaction of employees. Hence, it
can be concluded that job satisfaction of an employees in the arena under
consideration was not admirable due to low practice of human resource
practicing.

5.3. Recommendations for the Organization (administration)

Based on the research findings the following recommendations are provided in

order to upgrade level of human resource practicing (attain conducive
condition) and improve employee’s job satisfaction for the organization. These
include:

 The overall human resource practicing Variables are critical in

establishing and making conducive environment for employees in which
Performance appraisal and administration and leadership play a lion
share. Thus, the administration Managements cooperation with all
concerned body (stakeholders) need to examine the existing ways of
practicing performance appraisal, administration & leadership in their
bureaus where necessary should make changes which can improve the
job satisfaction the employees.

50
 The administration should develop realistic and applicable system of
performance appraisal that participate employees from its early planning
and owned by all stakeholders.
 The administration need to identify, differentiate and plan training need
assessment before conducting (giving) training and development
opportunity for the employees though currently few encouragements is
seen. Hence, Job based (needs) provision of training and development
with rational, transparent way system should be applied.
 In order to improve the salary, benefit and packages the administration
should quickly adopt the newly developed salary and benefit packages
reform by the government before the employees more and more tedious
More over an administration should ensures none financial benefits like
life insurance, health care and public transportation services.
 The administration (Burayu town) need to give due attention for all
grievances arises from different stake holders and bargaining with the
unions of employees so that the opportunity to listening and lessoning
opportunity will be created which adversely improve and create
awareness between employee and employer.
I.e. via good and two ways of communication (participative) an
organization can create a conducive employee Employer relationship
(Integration).
 In addition to improving poorly perceived Human Resource practices, an
administration should appreciate their strength, to be continued and
participatory; servant serve administration leadership styles should be
followed.

51
5.4. Recommendations for the Employees of an administration (Burayu)

All employees of an administration should continued their good habit of

interrelationship with coworkers and perceive the synergy paradigm to
collectively get, solve and overcome issues encountered effectively and
efficiently.

5.5. Implication to Further research

 As it has been mentioned earlier, it is not possible to generalize

this finding for all employees of the administration as well as the
same others organizations as the samples of this study cannot
represent all. Hence, further studies which consider all employees
of the administration, other administrations of same structure &
level , other dimensions of human resource practicing variables
should included is recommended for generalizing the findings of
this area (Burayu) to the whole.

52
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 APPENDIXES
Appendix I
St. Mary’s University
MBA Program

Survey Questionnaire
Dear respondent,
The purpose of this questionnaire is to collect data about “Relationship
Between Human Resource practices and employee Job satisfaction “for the
partial fulfillment of MA degree in General MBA. I kindly request you to provide
me reliable information for the quality of my work. Thus, your response for
each question is used only for research purpose, and its confidentiality is
preserved.
Thank you in advance for your cooperation.
Fikiru Geda
General Direction
No need to write your name
Read each question and put () on the given space/ box.
For any ambiguity do not hesitate to Contact me via 09-20-64-72-90

Part one: Respondents’ Background /Profile

1. Gender: Male Female

2. Marital status: Married Single Divorced

3. Work experience in the Burayu town administration?

1-5 years 6-10 years 11-15 years >15 years

4. Educational level <Diploma Diploma Bachelors’ Masters PhD

5. Current position supportive staff Expert Management

58
 Part Two:
General questions related with the topic (objectives)

Please put tick (√) in the table provided for each given statement using the
following scales

1= strongly Disagree; 2=disagree; 3=Neutral; 4=Agree; 5=strongly Agree

No Items Scales/Rates
1 2 3 4 5
Salary, Benefit and Packages
1 I am fairly paid for my position
2 I am satisfied with my salary package
3 My salary package is fair in comparison with similar positions
in the market
4 I am satisfied with my benefit packages
Interpersonal relationship
5 I am Happy with my coworkers
6 I am solving the problem with my team member
7 There is fear among the team members
Leadership
8 My immediate leader sees and positively responses to issues I
raise to him/her
9 The management style of my immediate leader is generally
participative
10 My immediate leader reflects strong leadership skills
11 My immediate leader positively responses to customers
12 My immediate leader is knowledgeable and handles well
his/her work
Training and Development
13 Training and development is given for employee based on job
needs
14 Development and Training is provided based on political
ideology
15 Clear promotion criteria are available in the organization
Communication
16 There is clear communication among employees in my Bureau
17 The communication and strategic plan of my organization is
transparent and two ways

59
18 I am freely communicate with my staff as whole
19 my organization spends too much time on unessential
issue/problems
Performance Appraisal
20 My performance is appraised based on pre planned activities
and actual performance
21 Appraisal result and employee performance is really match and
practical
22 I am satisfied with the way my work is evaluated
23 I am satisfied with the recognition given to my good work
Administration and Leadership styles
24 Employee spent much time on unnecessary meeting
25 timely meeting had adversely affect the performance of the
organization
26 My immediate leader is knowledgeable and productive
27 My immediate supervisor is clear and help full
28 I am clear with my job and the direction is given
from my immediate supervisor
29 the rule and regulation of my organization is realistic and
applicable
Job Satisfaction
30 I find the organization cares for its employees
31 I find the organization retains its best and experienced
employees
32 I find my work challenging
33 I find my work is interesting
34 I feel my future in the organization is bright
35 I am motivated by job and am happy with it
36 I am happy with the way my co-workers get along with each other
37 I am satisfied with my chances for promotion
38 I do not feel that the work I do is appreciated.
39 I sometimes feel my job is meaningless

Thank you!

60
PART III: Interview Questions (Management)
1. Do you think that, your employees are satisfied with your administration’s
Salary, Benefit and Packages and what attempts are done to satisfy your
organization’s backbone (employees)?
2. Do you think that your employees are good interrelation ship with each
other and with your administration?
3. What are the preconditions required to give Training and Development for
the employees in your administration?
4. Do you think that, the administration and leadership styles are self servant
or civil servant) is there smooth and participatory leading ways in your
administration?
5. Does your organization believe that there is dual and healthy
communication within your staffs?
6. Is that the performance Appraisal of your organization is pre-known by all
employees and owned before performance appraisal is measured?
7. What do you think about the environmental climates in which your
employees are operating to achieve the organizations over all goals and
missions?
8. Do you think that your employees generally satisfied with their jobs with
currently practicing HR?

Thank you for your cooperation, God blessesyou!!

61
 Appendix II
Mean Standard Deviation and level of agreement results of Salary, Benefit
and Packages
Descriptive Statistics

Std.
N Mean
Deviation
I am fairly paid for my position 221 2.9050 1.10988
I am satisfied with my salary package 221 2.8462 1.05479
My salary package is fair in comparison
221 2.6425 1.14169
with similar positions in the market
I am satisfied with my benefit packages 221 2.5882 1.06500
Valid N (listwise) 221

Mean and Standard Deviation Results of Interpersonal relationship

Dimension

Descriptive Statistics
Std.
N Mean Deviation
I am Happy with my coworkers 221 3.8733 0.93530
I am solving the problem with my team 221 3.7421 1.03199
member
There is fear among the team members 221 3.2398 1.28327
Valid N (listwise) 221

Mean and Standard Deviation Results of Leaderships Dimension

Descriptive Statistics
Std.
N Mean Deviation
My immediate leader sees and positively 221 3.3982 1.02016
responses to issues I raise to him/her
The management style of my immediate 221 3.2851 1.01139
leader is generally participative
My immediate leader reflects strong 221 3.2081 1.04539
leadership skills
My immediate leader positively 221 3.3937 0.98800

62
responses to customers
My immediate leader is knowledgeable 221 3.2941 1.00878
and handles well his/her work
Valid N (listwise) 221

Mean and Standard Deviation Results of Training and Development

Dimension

Descriptive Statistics
Std.
N Mean Deviation
Training and development is given for 221 2.8959 1.12534
employee based on job needs
Development and Training is provided 221 2.9819 1.27908
based on political ideology
Clear promotion criteria are available in 221 2.9005 1.00411
the organization
Valid N (listwise) 221

Mean and Standard Deviation Results of Communication Dimension

Descriptive Statistics
Std.
N Mean Deviation
There is clear communication among 221 3.3575 1.01076
employees in my Bureau
The communication and strategic plan 221 3.3303 0.96032
of my organization is transparent and
two ways
I am freely communicate with my staff 221 3.6561 1.02217
as whole
my organization spends too much time 221 3.3394 1.08198
on unessential issue/problems
Valid N (listwise) 221

63
Mean and Standard Deviation Results of Performance Apriasl Dimension

Descriptive Statistics
Std.
N Mean Deviation
My performance is appraised based on 221 3.3982 0.93166
pre planned activities and actual
performance
Appraisal result and employee 221 2.9050 0.93177
performance is really match and
practical
I am satisfied with the way my work is 221 3.1176 0.93649
evaluated
I am satisfied with the recognition given 221 3.2036 0.99507
to my good work
Valid N (listwise) 221

Mean and Standard Deviation Results of Admnistration and leadership

style

Descriptive Statistics
Std.
N Mean Deviation
Employee spent much time on 221 3.1855 1.30627
unnecessary meeting
timely meeting had adversely affect the 221 3.2760 1.14844
performance of the organization
My immediate leader is knowledgeable 221 3.2760 0.96804
and productive
My immediate supervisor is clear and 221 3.2579 0.90025
help full
I am clear with my job and the direction 221 3.3710 0.96195
is given
the rule and regulation of my 221 3.1629 1.12034
organization is realistic and applicable
Valid N (listwise) 221

64
Mean and Standard Deviation Results of Job Satisfaction

Descriptive Statistics
Std.
N Mean Deviation
I find the organization cares for its 221 3.2217 1.00031
employees
I find the organization retains its best 221 3.4118 0.91832
and experienced employees
I find my work challenging 219 3.4795 1.02415
I find my work is interesting 221 3.4706 1.05971
I feel my future in the organization is 221 3.4163 1.10310
bright
I am motivated by job and am happy 221 3.4434 1.10071
with it
I am happy with the way my co-workers 221 3.6018 0.93653
get along with each other
I am satisfied with my chances for 221 3.3032 1.04161
promotion
I do not feel that the work I do is 218 2.9633 1.11897
appreciated
I sometimes feel my job is meaningless 191 2.6126 1.19941
Valid N (listwise) 186

Mean and Standard Deviation Results and Job satisfaction

Descriptive Statistics
Std.
N Mean Deviation
Salary, Benefit and Packages 221 2.7455 0.96500
Interpersonal relationship 221 3.6184 0.69317
Leadership 221 3.3158 0.81974
Training and Development 221 2.9261 0.73173
Communication 221 3.4208 0.59920
Performance Appraisal 221 3.1561 0.69491
Administration and Leadership styles 221 3.2549 0.62088
Job Satisfaction 221 3.3071 0.59990
Valid N (listwise) 221

65
 Correlations
IPRS T ADLDS
SBP H LSH &D COC PA H JS
SBP Pearson 1 .240** .249 .281* .273* .421* .324** .407
Correlatio ** * * * **

n
Sig. (2- 0.00 0.00 0.00 0.00 0.00 0.000 0.00
tailed) 0 0 0 0 0 0
N 221 221 221 221 221 221 221 221
IPRSH Pearson .240 1 .490 .402* .388* .394* .510** .297
Correlatio ** ** * * * **

n
Sig. (2- 0.00 0.00 0.00 0.00 0.00 0.000 0.00
tailed) 0 0 0 0 0 0
N 221 221 221 221 221 221 221 221
LSH Pearson .249 .490** 1 .356* .627* .727* .638** .509
Correlatio ** * * * **

n
Sig. (2- 0.00 0.00 0.00 0.00 0.00 0.000 0.00
tailed) 0 0 0 0 0 0
N 221 221 221 221 221 221 221 221
T and Pearson .281 .402** .356 1 .557* .470* .477** .267
D Correlatio ** ** * * **

n
Sig. (2- 0.00 0.00 0.00 0.00 0.00 0.000 0.00
tailed) 0 0 0 0 0 0
N 221 221 221 221 221 221 221 221
COC Pearson .273 .388** .627 .557* 1 .643* .575** .460
Correlatio ** ** * * **

n
Sig. (2- 0.00 0.00 0.00 0.00 0.00 0.000 0.00
tailed) 0 0 0 0 0 0
N 221 221 221 221 221 221 221 221
PA Pearson .421 .394** .727 .470* .643* 1 .614** .587
Correlatio ** ** * * **

n
Sig. (2- 0.00 0.00 0.00 0.00 0.00 0.000 0.00
tailed) 0 0 0 0 0 0
N 221 221 221 221 221 221 221 221
ADLDS Pearson .324 .510** .638 .477* .575* .614* 1 .336
H Correlatio ** ** * * * **

n
Sig. (2- 0.00 0.00 0.00 0.00 0.00 0.00 0.00
tailed) 0 0 0 0 0 0 0
N 221 221 221 221 221 221 221 221

66
JS Pearson .407 .297** .509 .267* .460* .587* .336** 1
Correlatio ** ** * * *

n
Sig. (2- 0.00 0.00 0.00 0.00 0.00 0.00 0.000
tailed) 0 0 0 0 0 0
N 221 221 221 221 221 221 221 221
**. Correlation is significant at the 0.01 level (2-tailed).

Model Summary

Mod R Adjusted R Std. Error of

el R Square Square the Estimate
1 .896 0.801 0.809 0.465
a. Predictors: (Constant), Administration and Leadership
styles, Salary, Benefit and Packages, Training and
Development, Interpersonal relationship, Communication,
Leadership , Performance Appraisal

ANOVA
Mean
Sum of Squar
Model Squares df e F Sig.
1 Regression 33.058 7 4.723 21.81 .000
4
Residual 46.114 213 0.216
Total 79.172 220
a. Dependent Variable: Job Satisfaction
b. Predictors: (Constant), Administration and Leadership styles, Salary,
Benefit and Packages, Training and Development, Interpersonal
relationship, Communication, Leadership , Performance Appraisal

67
 Coefficients
Unstandardized Standardized
Coefficients Coefficients
Std.
Model B Error Beta t Sig.
1 (Constant) 1.445 0.216 6.678 0.000
Salary, Benefit 0.138 0.037 0.223 3.789 0.000
and Packages
Interpersonal 0.049 0.056 0.057 0.884 0.377
relationship
Leadership 0.143 0.064 0.196 2.231 0.027
Training and -0.053 0.055 -0.064 - 0.343
Development 0.951

Communication 0.155 0.078 0.155 1.977 0.049

Performance 0.315 0.076 0.365 4.134 0.000

Appraisal
Administration -0.167 0.074 -0.172 - 0.026
and Leadership 2.247
styles
a. Dependent Variable: Job Satisfaction

Reliability
 Salary, Benefit and Packages

Case Processing Summary

N %
Cases Valid 221 100.0
Excludeda 0 0.0
Total 221 100.0
a. Listwise deletion based on all variables in the
procedure.

Reliability Statistics
Cronbach's Alpha N of Items
0.905 4

68
  Interpersonal relationship

Case Processing Summary

N %
Cases Valid 221 100.0
Excluded 0 0.0
Total 221 100.0
a. Listwise deletion based on all variables in the procedure.

Reliability Statistics
Cronbach's
Alpha N of Items
0.56 3

 Leadership

Case Processing Summary

N %
Cases Valid 221 100.0
Excludeda 0 0.0
Total 221 100.0
a. Listwise deletion based on all variables in the procedure.

Reliability Statistics
Cronbach's
Alpha N of Items
0.867 5

 Training and Development

Case Processing Summary

N %
Cases Valid 221 100.0
Excluded a 0 0.0
Total 221 100.0
a. Listwise deletion based on all variables in the procedure.

69
 Reliability Statistics
Cronbach's
Alpha N of Items
0.283 3

 Communication

Case Processing Summary

N %
Cases Valid 221 100.0
Excluded a 0 0.0
Total 221 100.0
a. Listwise deletion based on all variables in the procedure.

Reliability Statistics
Cronbach's
Alpha N of Items
0.368 4

 Performance Appraisal

Case Processing Summary

N %
Cases Valid 221 100.0
Excludeda 0 0.0
Total 221 100.0
a. Listwise deletion based on all variables in the procedure.

Reliability Statistics
Cronbach's
Alpha N of Items
0.712 4

70
  Administration and Leadership styles

Case Processing Summary

N %
Cases Valid 221 100.0
Excluded a 0 0.0
Total 221 100.0
a. Listwise deletion based on all variables in the procedure.

Reliability Statistics
Cronbach's
Alpha N of Items
0.599 6

 Jab Satisfaction

Case Processing Summary

N %
Cases Valid 186 84.2
Excludeda 35 15.8
Total 221 100.0
a. Listwise deletion based on all variables in the procedure.

Reliability Statistics
Cronbach's
Alpha N of Items
0.751 10

All Variables

Case Processing Summary

N %
Cases Valid 186 84.2
Excluded a 35 15.8
Total 221 100.0
a. Listwise deletion based on all variables in the procedure.

71
 Reliability Statistics
Cronbach's
Alpha N of Items
0.911 39

72