The main objective behind doing this study is to explain the motivational factors which can affect job satisfaction of a person within the organization. For this purpose, we have designed an easy and understandable research instrument (Likert scale Questionnaire) and filled from the people working in different firms mainly SBT JAPAN and AXact. The variables used in this research are Job Satisfaction as dependent variable and Loyalty, Perception of Management, and Turnover Intent as independent variables.

1. Job Satisfaction, Perception of Management, Loyalty, and
Turnover Intent: A Confirmatory Analysis
Atif Ahmed
9549
atif_contact11@yahoo.com
Syed Muhammad Owais
9542
sm_live90@hotmail.com
Muhammad Asad Ali
9624
asad6281@gmail.com
Hafiz Wasif Kamal
9323
hafizwasif88@gmail.com
Muhammad Zakariya Qazi
9580
zakqazi@hotmail.co.uk
Research Method (Wed)
Submitted
To
Tehseen Jawaid
Fall Semester (2014)

2. Job Satisfaction, Perception of Management, Loyalty, and Turnover
Intent: A Confirmatory Analysis
2
ACKNOWLEDGEMENT
First of all with limitless gratitude, we would like to thanks the Almighty Allah for providing us the strength
and ability to complete this research. We would like to extend our gratitude to our parents for their advice and
encouragement. We sincerely thank our facilitator Tehseen Jawaid for his effective guidance throughout our
research. Each group member contributed a significant proportion of efforts in order to fulfill the requirements
of this project.

3. Job Satisfaction, Perception of Management, Loyalty, and Turnover
Intent: A Confirmatory Analysis
3
Abstract
The main objective behind doing this study is to explain the motivational factors which can affect job satisfaction of a person within
the organization. For this purpose, we have designed an easy and understandable research instrument (Likert scale Questionnaire) and
filled from the people working in different firms mainly SBT JAPAN and AXact. The variables used in this research are Job
Satisfaction as dependent variable and Loyalty, Perception of Management, and Turnover Intent as independent variables.

4. Job Satisfaction, Perception of Management, Loyalty, and Turnover
Intent: A Confirmatory Analysis
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1. Introduction
Motivation has been laid much emphasis in corporate world. Since, there must be an incentive to work hard,
willingness to progress and enthusiasm to pursue career goal. In the western part of the world the aim of companies to is to
motivate and satisfy employees by giving bonus, promotions, incentives and recognition awards .A general perception that
people hold is that employees in Western countries perform their jobs in a better way than that in the context of Pakistan.
This notion may not mean that employees in Pakistan lacks the ability to be a competitive employee, but factors such as
education level, training programs etc are also few hindrances for workers.
"Motivation", some companies may not give as much emphasis to it as it should be given. The gap often lies
between job nature and mental efforts of labor. Employees often fail to give their best shot because they have poor morale
and experience anxieties.
As a matter of fact, employees are also motivated by financial rewards but not every company can provide such
facilities. This is because companies may experience financial instability or economic downturn. In such scenarios it becomes
difficult for managements to keep their work force energized and motivated. Therefore, its equally important for organization
to keep their work force motivated as well to attain their goals because its ultimately the combine efforts of employees that
results in goal achievement.
In this study, the focus is on factors that motivate workers to be fully convinced and satisfied with their jobs and
further to identify due to what reasons motivation levels flow down. The information collected from different organizations
in Karachi, Pakistan depicts what motivate the employees, who resultantly contribute good results to organizational success.
2. Literature Review
Theoretical background
Job satisfaction has traditionally been defined as a positive emotional state reflecting affective (fondness) attitude or
response towards the job situation. It is an important motivator for employee performance. The organizational work
environment had a significant impact on worker’s overall job satisfaction. In addition, the change in professional
development will positively increase job satisfaction. Otherwise, the frustrated employees leave the organization and blow up
the inspiration of those working there (Feinstein, 2000) as a result decrease in performance and efficiency in employees is
observed (Sonmezer and Eryaman 2008).

5. Job Satisfaction, Perception of Management, Loyalty, and Turnover
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Employee turnover is a critical problem for organizations, the skills of their employees are hard to acquire and
require substantial training also the employee experience is very important in maintaining work quality turnover may lead to
a loss of human resources weakening competitive positions. Lower employee turnover intent may indicate better employee
retention and only way that provide the employees to perform better performance in the organization without feeling any
internal or external pressure for leaving their jobs.
Loyalty is one of the factors for having satisfied employees, it is the relative strength of individual’s identification
with the involvement in a particular organization. Having high-level of loyalty towards organizational work and duties
employees are able to contribute significantly to organizational success.1
Perception of management is basically the perceptions of supervisory support that could increase satisfaction and
motivation, reducing stress and improving job performance2
.
Empirical Studies
Maria et al (2011) examine the effect of supervisor’s behavior on subordinate’s jobs satisfaction. The variables used
in this research are the work environment, working condition, role of perks and benefits and role of training and their impact
on the job satisfaction on employees. This research is conducted in the private universities of the Karachi and the sample size
used in this research is 120 which is filled by teaching and non-teaching staff both male and females. Multiple regression
analysis tests have been run on the data to analyze the results and formulation of feasible relation of the independent and
dependent variables in the study. It has been found that the perceptual discrepancy, supportive behaviors and similar
personalities have the significant impact on the job satisfaction and the other 2 variables do not have the significant impact on
the job satisfaction. The main purpose of the study is to analyze the strength and weakness of the different variables on the job
satisfaction. This research is providing the benefits to the managers that how they can retain their employees in the
organization through the increase in the level of the job satisfaction among employees. Quantitative research design has been
used in this study to investigate the behaviors of the employees.
Osamede et al (2011) examine the motivation and the job performances across nurses of Nigeria. The sample size
taken for this research is 300 questionnaires. The technique used in this study is Chi-square statistical method. The variables
used were level of their work performance, working environment and poor working conditions. The results from this study
1
Dessler (2010)
2
Babin and Boles (1996)

6. Job Satisfaction, Perception of Management, Loyalty, and Turnover
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are that problem of working area affect negatively with the performances. The recommendation is that this research give you
some sort of clearer view about the use of working condition in organization and also consider working condition as an
important part of job design.
Raza and Nawaz (2011) examine effects of “The Job development on Employees’ Job Satisfaction, Motivation and
Organizational Commitment: Evidence from Public Sector of Pakistan”. The sample size used is 650 employees from two
government organizations. The variables which were used are job enlargement practices, organizational commitment, job
satisfaction, and motivation. The technique used was the questionnaire. The outcomes stated that Pakistani firms were
employing job enlargement techniques widely which resulted in low job satisfaction and left many workers bitter. The
recommendation is that this research is providing a new face and dimension for the policy makers about the favorable
intervention on the job design.
Behrma et al (1981) examine the effects of unseen situation in work related problems. The sample size was 219
managers of different industries. They used multivariate analysis technique in the research. The variables are Manager
Expectations, company Expectations, customer Expectations, and family Expectations, need for clarity, locus of control,
satisfaction and performance. The result of this study shows several important issues that should be kept in mind. Sales
person are categorized as low, medium or high on the locus of control scale relative to other sales persons in the sample. The
study suggests that providing a significant impact on the other organization about the research and before the policy making
from the manager.
Saleem et al (2009) investigate the impact of work motivation on job satisfaction. Only 2 variables are considered;
work motivation and job satisfaction. The research study is conducted in telecommunication organization in Pakistan and the
sample size used is 60. Stepwise Regression analysis and correlation were used to draw conclusions. The results depict
insignificant relation between these two variables. Although, there is a positive relation between the variables but it is not
strong enough. The overall conclusion drawn is employees in telecom organization are satisfied with their jobs. This study
provides the managers with good piece of information how they can motivate their staff and respond to their morale issues.
Qualitative research design has been used for this study.
Velnampy (2008) conducted a study on job attitude and employees performance. Variable for the study are
completion of work within the time, Independent work, creativity, innovation, initiative skill, discipline, turnover,
absenteeism. The study concluded that job satisfaction contains positive influence on the performance of the employees as it

7. Job Satisfaction, Perception of Management, Loyalty, and Turnover
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ensures job involvement and the performance of highest level, it also makes employees feel more satisfied and committed to
the organization.
3. Methodology
Ho1= Perception of management does not affect the Job satisfaction.
Ho2= Loyalty does not affect the Job satisfaction.
Ho3= Turnover intent does not affect the Job satisfaction.
JSAT = α + β1POM+ β2 LOY + β3TUN
Where, “JSAT” represent Job satisfaction, “POM” represents Perception of Management, “LOY” represents the
Loyalty, “TUN” represents the Turnover intent.
Co-relational design is used to determine affiliation among the variables(X and Y). Target population consists of
employees working in firms across Karachi. The questionnaire is based on likert scale technique, which include 1= strongly
disagree, 2= disagree, 3= no idea, 4= agree and 5= strongly agree.
4. Data Analysis
Reliability
Reliability of data has been verified by applying statistical tests of reliability. The instrument of this research is
based on 16 questions which includes both variables that are dependent and independent. To check the reliability of the test;
the value of Cronbach’s Alpha must be more than 0.5 means 50%. The value of Cronbach alpha for this research is 0.687
means 68.7%, so we can accept this data as reliable on the basis of the resulting value
Table 1.1
Reliability Statistics
Cronbach’s alpha No. of Items
0.687 16

8. Job Satisfaction, Perception of Management, Loyalty, and Turnover
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Table 1.2
Reliability Statistic (Variable wise)
JS POM LOY TUN
Cronbach’s
Alpha
No. of Items Cronbach’s
Alpha
No. of Items Cronbach’s
Alpha
No. of Items Cronbach’s
Alpha
No. of Items
.568 4 .724 4 .764 4 .705 4
So, here it is shown variable wise reliability analysis, variable “Job Satisfaction” has a value of .568 or 56.8%,
variable “Perception of Management” has a value of .724 or 72.5%, variable “Loyalty” has a value of .764 or 76.4%, and the
last variable “Turnover Intent” has a value of .705 or 70.5%. The average of these four variables makes the Cronbach’s Alpha
.687 or 68.7%
Factor Analysis
Table 2
KMO and Bartlett's Test
KMO .782
Bartlett’s Test
Chi Square 388.875
df 91
Sig .000
The value of Cronbach’s alpha the reliability of the test has been checked and the results shows the value of alpha
for both the independent and dependent variables is greater than 0.50. Whereas, for the value of KMO of independent
variables is 0.782 which shows 78.2% of variance.

9. Job Satisfaction, Perception of Management, Loyalty, and Turnover
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Rotated Component Matrix
Table 3
Items Symbol 1 2 3
All in all, I am satisfied with my job. JS1 .756
In general, I like working here. JS2 .706
I do not blame others. I take responsibility for my part in mistakes. POM1 .811
I have a coach/mentor who keeps me alert & motivated to my work. POM2 .674
I am satisfied from the chances of promotion. POM3 .608
I am satisfied with the amount of variety in my job. POM4 .723
My values and that of the organization are very similar. LOY1 .606
This organization inspires the best in me in the way of job performance. LOY2 .699
I am really glad that I work for this organization. LOY3 .759
I would encourage a friend to work for my company. LOY4 .748
I am actively/passively looking for another job outside of my company's. TUN1 .444
I would consider leaving for a company that had excellent project management. TUN2 .543
I would seriously consider leaving for even a slightly better position elsewhere. TUN3 .816
I would seriously consider leaving my job for a position where I could earn more. TUN4 .760
In the table 3, it is shown that how much correlation exists between the no of items in the instrument. Two items of JS “Job
Satisfaction” have to be eliminated because of being outliers. One thing that is more interesting is that the variables “Perception of
Management” and “Loyalty” are highly correlated among each other as a reason they can be viewed in one single group. As a result
we have to now introduce a new variable that can show their combined effect. That variable is “Employee’s Loyalty towards
Management”.

10. Job Satisfaction, Perception of Management, Loyalty, and Turnover
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Regression Analysis
Table 4
Regression Coefficient (Job satisfaction)
Variables Coefficient t-stats Prob. V.I.F
(Constant) 3.756 3.355 .001 ---
Employee’s Loyalty
towards Management
.140 5.055 .000 1.180
Turnover Intent -.160 -2.764 .008 1.180
Adj. R2
.459
F-stats (Prob.) 26.022
JS = 3.756 + 0.140 ELM - 0.160 TUN
In above table values of Employee’s Loyalty towards Management and Turnover intent variable are less than 0.10
which means every variable has significant impact on Job Satisfaction. VIF value shows the coefficient of multi co-linearity
between independent variables. If the value of VIF is greater than 10 it means that multi co-linearity exists. Value of adjusted
R square in above table shows adequacy of model with is 0.661 that shows independent variable 45.9% of variance in
dependent variable of Job satisfaction.
5. Conclusion
Loyal employees provide many benefits for organizations, and go beyond their limit in achieving organizational
goals and performance at its maximum. This also means that there will be very less intention for leaving the organization
among employees.
This study tried to find out that same notion, the results showed a very significant correlation among dependent
variable of “Job Satisfaction and independent variable of “Employee’s Loyalty towards Management”. On the other hand
negative relation was found between “Job Satisfaction” and “Turnover intent” (tendency to resign), on basis of this we can
say that a particular group of employees are not loyal from their employer, but that would be prejudice, might be possible that
these employees still have need or willingness for professional growth, experimenting, more benefits and etc.

11. Job Satisfaction, Perception of Management, Loyalty, and Turnover
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On the basis of adjusted R2
this study is not able to fully represent the number of variable that affect job satisfaction
in both positive and negative manner. Already this study has been conducted in some very extra-ordinary circumstances,
which is why there is not enough time available to go for a in-depth analysis.
Lastly, what employers can do in order to decrease this intention of resigning or switching, a number of steps are
available such as:
Increasing employee’s accountability for their own duties and responsibilities.
Giving employees such tasks that they love to do.
Giving greater freedom in job assignments or additional authority.
Introduce specialized tasks to employees so as to make them experts.

12. Job Satisfaction, Perception of Management, Loyalty, and Turnover
Intent: A Confirmatory Analysis
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Bibliography

13. Job Satisfaction, Perception of Management, Loyalty, and Turnover
Intent: A Confirmatory Analysis
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6. Bibliography
Awosusi, Omowumi, O. and Osamede, A. (2011) “Motivation and job performances among nurses in the Ekiti state environment of
Nigeria”, Journal of International pharmacy and bio science”, Vol.2, 583-595.
Behrma, D.N. Bigoness, W.J. and Jr. W.D.P. (1981) “Sources of job related ambiguity and their consequences upon salesperson job
satisfaction and performance”, “Journal of management science”, Vol. 27(11), 1246-1260.
B.J. Babin, J.S. Boles (1996) “The effects of perceived co-worker involvement and supervisor support on service provider role stress,
performance and job satisfaction”, Journal of Retailing72 (1), 1996, pp. 57-75.
Maria, M., Imtiaz, A., and Mudassir, J. (2011), Analysis of Effect of Supervisors’ Behavior on Subordinates’ Job Satisfaction,
“Australian Journal of Basic and Applied Sciences” , Vol. 5 (12), 2984-2993.
Raza, M.A. and Nawaz, M.M. (2011), “Impact of Job Enlargement on Employees’ Job Satisfaction, Motivation and Organizational
Commitment: Evidence from Public Sector of Pakistan”, “Journal of International Business and social science”, Vol. 2(18), 268-
273.
Velnampy T. (2008) “Job Attitude and Employees Performance of Public Sector Organizations in Jaffna District Sri Lanka”, GITAM
Journal of Management, Vol. 6, Issue-2, Pg (66-73)

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Appendix

15. Job Satisfaction, Perception of Management, Loyalty, and Turnover
Intent: A Confirmatory Analysis
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7. Questionnaire
Dear Respondent,
This Research is being conducted for Research Methods (which is the requirement of MBA) at IQRA
University. Our research topic is "Investigating Motivational Factors and their Influencing on Job Satisfaction". The
information provided will be kept confidential and will only be used for this research.
S. No. Items SD D N A SA
Mak and Sockel (1999) “A Confirmatory Factor Analysis of IS Employee Motivation and Retention”,
Information and Management “Elsevier”, Vol 38, 265-276
JOB SATISFACTION
1 All in all, I am satisfied with my job.
2 In general, I like working here.
3 I will probably not be looking for a job outside of this organization.
4 I seldom think about quitting.
PERCEPTION OF MANAGEMENT
5 I do not blame others. I take responsibility for my part in mistakes.
6 I have a coach/mentor who keeps me alert & motivated to my work.
7 I am satisfied from the chances of promotion.
8 I am satisfied with the amount of variety in my job.
LOYALTY
9 My values and that of the organization are very similar.
10
This organization inspires the best in me in the way of job
performance.
11 I am really glad that I work for this organization.
12 I would encourage a friend to work for my company.
TURNOVER INTENT
13
I am actively/passively looking for another job outside of my
company's.
14
I would consider leaving for a company that had excellent project
management.
15
I would seriously consider leaving for even a slightly better
position elsewhere.
16
I would seriously consider leaving my job for a position where I
could earn more.
SD= Strongly Disagree D= Disagree N=No Idea A=Agree SA=Strongly Agree