SUMMER INTERNSHIP PROJECT REPORT

ON

“A study report on employees perception towards employees job

satisfaction at Ravago Manufacturing India Private Limited”

Submitted to

UNDER THE GUIDANCE OF

Prof. Tanveer Qureshi

Asst. professor

Department of management and studies,

SCHOOL OF BUSINESS (ITMBU)

In partial fulfillment of the requirement of the award for

the degree of

MASTER OF BUSINESS ADMINISTRATION (MBA-2)

Prepared by:

Miss. Mittal Rohit

22B3M109

MBA (Sem :3)

 Student’s Declaration Form

I hereby declare that the Summer Internship Project Report titled Role of A study
report on employee Perception towards job satisfaction at Ravago
Manufacturing India Pvt. Ltd. is the result of my work and my indebtedness to
other work publications, references, if any, has been duly acknowledged. If I am found
guilty of copying from any other report or published information and showing it as my
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22B3M109 Rohit Mittal Kanubhai Mittal

Place: Savli Date: ………….

 Date: / /__

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 ACKNOWLEDGEMENT

How can you forget those faces, who helped you to accomplish this project in a very
successful manner, isn’t it? This is because would like to express my heartfelt gratitude
of thankful to the ones who have best owned their blessing and that heart-pledged.
The guide is the one who has shown us the correct way of initiating work at any time
and hence we would to like to thank Prof. Tanveer Qureshi (Assistant Professor,
School of Business, ITMBU) from the bottom of my heart for lighting our path in
spite of her busy schedule. After the corporate world is the place where you can
expose the knowledge learned in you learned and when you are getting a good work-
life culture, you consider yourself a lucky one, b u t I f you have a
corporate guide like Mr. Harsh BrahmBhatt and Mr. Vipul Bhimani (HR admin &
head, Ravago Manufacturing India), then you are the luckiest one. Also, we would
like to thank him for guiding and motivating us to complete this partial Inter-
Disciplinary Action Project, which would completely end by the 4th Semester of our
MBA program.
Last, but not least, we would like to thank our parents and friends for their
respective suggestions and song support for the completion of this Internship
program.

Date:
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Company Certificate
Plagiarism Report
 TABLE OF CONTENTS
Sr Topic Page No.
No.
1 Industry Analysis
1.1 About the Industry 11
1.2 SWOT Analysis 15
1.3 Growth of Industry 16
2 Company Analysis
2.1 About the company 19
2.2 Historical Development Stages 22
2.3 Mission & Vision 22
2.4 International organization of standardization(Certificate) 22
2.5 Product Profile 26
2.6 Main Competitors 31
3 Study On Topic
3.1 Introduction of The Topic 32
3.2 Important of the study 33
3.3 Background of The Study 34
3.4 Problem Statement 34
3.5 Objective of the Study 35
3.6 Research Hypothesis 35
4 Literature review 37

5 Research Methodology
5.1 Research Design 97
5.3 Sample and sampling design 97
5.4 Data Collection Method 98
5.5 Tools & techniques of analysis 98
5.6 Measurement of variables 99
5.7 Sources of Data 99
5.8 Sampling Method 100
5.9 Sampling Frame 100

9
6 Data Analysis 101
7 Findings
8 Limitation of the Study
9 Conclusions of the Study
10 Bibliography
11 Webliography
12 Questionnaire

10
 CHAPTER-1

Industry Analysis
1.1 About the Industry:
Founder of Ravago: -

Raf Van Gorp

Introduction: -
The company was innovated by Raf Van Gorp. He founded Ravago in 1961. Ravago
is a Belgian plastic-producing company with its headquarters located in Luxembourg.
Ravago Manufacturing produces a wide range of plastic and rubber materials from
high-performance engineered resins to recycled post-consumer materials.

11
Ravago has 22 manufacturing facilities located across North America, Europe, Asia,
and Turkey.
They are a global producer of high-quality plastic compounds, including polymer,
thermoplastic, rubber, and engineering plastic.
They offer virgin and recycled products in many polymer types and provide solutions
to a wide range of markets.
Ravago’s representative’s professionalism is the foundation of the company’s
credibility.
Ravago’s business model is based on partnerships with suppliers, customers, financial
institutions, etc.
They encourage everyone to welcome other’s opinions and perspectives and not put
themselves above others.
They always recognized employees for their good and afford successive and internal
incentives.

12
CEO and president of Ravago’s:

AXEL ROUSSIS
Ravago is active in three markets:
Plastics:
Most activities of Ravago are dealing with plastics as their primary product. The
reselling of commoditized plastics such as polypropylene and polyethylene goes hand
in hand with the distribution of technical products, such as nylon and thermoplastic
elastomer.
Chemicals:
In chemicals, Ravago offers a comprehensive product portfolio of basic raw materials
specialties for a wide range of applications such as coating and construction, care
chemicals, polymer processing and manufacturing, water treatment, life sciences,
agriculture, and paper.
Building material:
Ravago building solutions has manufacturing facilities in insulation, waterproofing,
metal profiles for dry construction, and, foil and packaging.
Our activities:
Ravago offers local intimacy combined with global scale to all our partners.
Distribution:
Ravago’s distribution activity is a service-oriented business focused on adding value
to our partners throughout the project.
Our business focuses on helping our partners and clients excel in their industries.
Ravago builds loyal relationships with industry-leading producers.
Manufacturing:

13
Within Ravago manufacturing activities we are experienced in a range of
manufacturing expertise covering different disciplines.
Compounding:

Globally, Ravago Manufacturing Group of Companies has perfected the technology to

customize compounds of thermoplastic resin using prime and reprocessed-based
materials.
RMI offers a unique and systematic array of facilities that consist of modern
equipment, experienced polymer technologists, and adequate capacity to meet the
demands of customers' requirements.
At RMI, we replicate the technology and good practices along with the manufacturing
infrastructure required to offer consistent quality finished products.

Tolling:

14
Our tolling division is equipped to serve global as well as domestic partners for their
tolling needs of engineering thermoplastic compounds.
Our team offers extensive knowledge and is abreast of the engineering techniques to
provide our partners with quality tolling services. With a robust production line, we
manage mass polymer production for customers in varying industries.

Plant flow process:

1.2 SWOT Analysis of Ravago: -

Strength: -
 Globally influencing
 Technological expertise
 40% export
 Diverse product portfolio
 Strong customer relationships

15
Weakness: -
 Over manpower
 Dependence on raw materials
 Limited brand recognition
 Major Attrition

Opportunities: -
 Government rules by all nations to keep the environment clean broaden the
scope of the international market.
 Global market coverage
 Growing demand for sustainable materials

Threats: -
 Heavy investment in assets
 Intense competition
 Economic downturns
 Regulatory challenges
 Competitors treated as a big threat
 Demand for prime product

1.3 Growth of the industry: -

Ravago grows by expanding its product portfolio and branching into the global
market.
Ravago entered India through a joint venture with the name shah polymers in 2015.
Analyzing the company's financial statements, such as income statements, balance
sheets, and cash flow statements, to assess its financial performance and growth over
time.
Conducting market research and analysis to understand the demand for the company's
products or services, identify market trends, and assess the company's competitive
position in the industry.
Assessing the company's strengths, weaknesses, opportunities, and threats to identify
areas of improvement and potential growth opportunities.

16
Evaluating the company's product portfolio to identify high-growth products or
services and potential areas for diversification or expansion.
Comparing the company's performance and growth metrics with industry benchmarks
to understand its competitive position and identify areas where it lags or outperforms
competitors.
Assessing the company's use of technology and digital transformation initiatives to
drive growth and improve operational efficiency.
By utilizing these tools and techniques, Ravago Manufacturing India Pvt Ltd can gain
insights into its growth trajectory, identify areas for improvement, and develop
strategies to drive sustainable growth in the future.

Work-Life at Ravago:
There is a powerful common denominator between all Ravago roles: our culture.
In the true sense of the word, Ravago is a family company.
The work-life at Ravago Manufacturing India Pvt Ltd is characterized by a dynamic
and collaborative environment. The company values teamwork and encourages
employees to contribute their ideas and expertise to achieve common goals.
Employees are provided with opportunities for professional growth and development
through training programs and career advancement opportunities.
The company promotes a healthy work-life balance and offers various employee
benefits, such as flexible working hours, paid time off, and wellness programs. The
management emphasizes open communication and maintains a transparent and
inclusive work culture.
Ravago Manufacturing India Pvt Ltd also prioritizes employee safety and provides a
safe and conducive working environment. The company adheres to strict quality
standards and ensures compliance with all relevant regulations and guidelines.
Overall, the work-life at Ravago Manufacturing India Pvt Ltd is characterized by a
focus on employee well-being, professional growth, and a supportive work
environment.
In Ravago, less conflict between the employees and superiors.
All the employees make a team and implemented their work.
No pressure on their work.
All the head departments are free-minded and professional personalities.

17
The company provided time for personal life.
All the work is smoothly run by the superiors.
All employees do work as a team.
All employees are well motivated by their superiors.

18
 Company Analysis
2.1 About the Company:
Company Profile
Company Name: -
RAVAGO MANUFACTURING INDIA PVT.LTD
Company Logo: -

Company Details: -
CIN U25200GJ2018FTC101999
Company registration Ahmadabad
Registration number 101999
Company Category Company limited by shares
Company subcategory Subsidiary of foreign company
Class of company Private
Date of incorporation 24th April 2018
Age of company 5 years 2 months
Company location Plot no. 96 Alindra GIDC Manjusar, 391775
Date of last annual
General meeting 30 Sep. 2022(as per record from the Ministry of
corporate affairs)
Authorized share capital 200,000,000
Paid-up capital 130,000,304
Activity Manufacturer of Plastic, Chemicals, and products
Company website www.ravago.com & www.ravagomi.com

19
Introduction: -
Ravago is one of the world’s leading manufacturing mixers with a huge presence
across the world.
In Ravago, the total employees work approx 120+
Ravago was born out of the innovative idea to recycle post-production plastic waste
generated from Petrochemical companies.
Ravago entered India through a joint venture with the name shah polymers in 2015.
At Present Ravago is the number one service provider in global the market including
plastic, rubber, and chemical.
Ravago has footprints in over 60 countries by distributing their products includes that
plastics, rubber and chemicals in global markets more than 25000 manufacturers
without compromising their customers which play a role approx 45000 or more
customers.
In the main industry, 7000 or more employees connected in this company who
produce their product in the global market.
Today, the Ravago represents over 6,800,000 MT of annual polymer sales serving
more than 53,000 customers through 325+ locations across more than 65+ countries
worldwide.
Ravago Manufacturing is manufacturing armed with modern art equipment operated
by experienced and specialist employees.
They are also able to handle a wealth of polymers compounding.
Their main goal is to be the best-class solution provider for their customers across
relevant industries. They plan to expand their business in India setting up additional
plants catering to their partners and direct markets.
Ravago’s representative’s professionalism is the foundation of the company’s
credibility. Ravago is based on two interconnected principles.
Ravago’s business model is based on partnerships with suppliers, customers financial
institutions, etc.
They encourage everyone to welcome other’s opinions and perspectives and not put
themselves above others.
They always recognized employees for their good and afford successive and internal
incentives.

20
 The focus is humans and involves a respectful and thoughtful approach to people
every single employee contributes to creating a trusted and collaborative environment
ethical behaviour for each other and respect for all aspects of diversity.
Employees and other stakeholders enable the long-term relationship on which the
company is built.

Managing Director of Ravago’s: -

Axel Konstantinos R Roussis
Paul Jozef Godelieve Depuydt
Divya shah
Deepak Shah

The manufacturing unit in Ravago: -

Ravago India Pvt. ltd Their manufacturing unit is located in India plot no. 96 GIDC
Alindra manufacturing Manjusar, Vadodara, Gujarat, 391775
Ravago Manufacturing India is part of the Ravago group. Their largest activity of
recycling and compounding. they pride a sustainable service to the entire industry by
collecting sorting and recycling polymers waste.

Department in Ravago Manufacturing India Pvt. Ltd.

 There are eight departments in Ravago: -
 Human resource
 Finance
 Purchase
 Sales
 Production
 Maintenance
 Quality control
 Research & development

2.2 Historical development stages: -

1961 Founded recycling polymer waste

21
1970 building & construction Resale & distribution of
solution finished product
1985 Ravago America’s Resale & manufacturing
activities in the USA
1988 Resinex Distribution &
Manufacturing Europe
1990 Entec polymer Ravago Distribution USA resale
Hong Kong MEAF Asia
2000 Ultra polymer Distribution Europe
2006 Muehlstein Resale & distribution Latin
NAG America
2012 Ravago Manufacturing Manufacturing &
China acumen Distribution Asia
2013 Ravago chemical Chemical distribution
2015 Ravago Manufacturing Manufacturing Asia
middle east & Singapore

2.3 Mission of Ravago: -

To emerge as a formidable solution provider using extensive knowledge and robust
infrastructure that can effectively service specific customer needs.

The vision of Ravago: -

To be recognized as the best-in-class solution provider by creating a team of
innovative people that can redefine the application of polymer technology to convert
growth opportunities into profitable ventures.

Values of Ravago: -
These are not just buzzwords but the company’s core principles that define who we
are, what we stand for, and how we want to be perceived.
It has proven to be the foundation of Ravago’s success because it will define our
future.

22
Team of Ravago: -
President: - Vice president: -
Management Research & Development

Mr. Udit Baluja Mr. Atul Raja

Assistant General Manager: - HR- Admin: -

Finance HR Manager

Mr. Chirag Shah Mr. Vipul Bhimani

General Manager: - General Manager

Supply Chain Production

23
Mr. Manmath Deolalkar Mr. Deepak Chamoli
General Manager: -
Sales & Business Development

Mr. Vishal Khandelwal

Certificate:
International organization of standardization: -

9001:2015 – QMS (Quality Management Systems)

Quality has a high priority which is well embedded in our company culture. Long-
term solid relationships with their customers and industrial partners provide the best
measure of quality.
14001:2015 – EMS (Environmental Management Systems)
45001:2018 - OH&S (Occupational Health and Safety Management System)

24
Organization structure: -
Management flow chart:

PRESIDENT
UDIT BALUJA

GM-
OPERATION VP- R&D
DEEPAK ATUL RAJA
CHAMOLI

MANAGER- GM- SUPPLY

SR.BUSINESS GM- S&M
HR CHAIN AGM
ANALYST VISHAL
VIPUL MANMATH CHIRAG SHAH
HIREN RAVAL KHANDELWAL
BHIMANI DEOLALKAR

2.5 Product profile: -

25
ABS (Acrylonitrile Butadiene Styrene):

ABS polymers have greater toughness than styrene, which made them suitable for
many applications. ABS becoming the most popular of the engineering polymers.
Examples: helmets, printers, musical instruments, vacuum cleaners, MCB, Fan
blades, etc.

PC(Polycarbonate):

It is a transparent thermoplastic with carbonate functional groups. PC is melted and

forced into a mold with highpressure to give it the desired shape.
Examples: medical devices, protective gear, digital disks (DVDs, CDs), keyboards,
mobile backs, switchboards, etc.

26
Nylon (PA6 and PA66):

Nylon is the name of a family of synthetic polymers that are commonly used to make
a variety of different types of apparel and consumer goods.
Examples: seat belts, parachuting material, etc.
Thermoplastics:

Thermoplastics are linear or slightly chain polymers. Thermoplastics can soften on

heating and hard on cooling.
Examples: non-stick cookware, laboratory equipment, etc.

PP:

27
Phillips Petroleum Company discovered polypropylene, a high-melting crystalline
aliphatic hydrocarbon.
Examples: home appliances, Reusable water bottles, medical components, etc.

PPO:

Polyphenylene Oxide (PPO), also known by its trade name NORYL™, is an

amorphous engineering thermoplastic.
Examples:electrical components, automotive parts and in medical instruments, etc.

PBT:

28
Polybutylene terephthalate (PBT) is a thermoplastic engineering polymer that is used
as an insulator in the electrical and electronics industries.
Examples:bulb holders, electronics parts, auto parts, motor covers, TV set
accessories, oven door handles, etc.

Recycling: -

29
We provide unique and viable solutions to stakeholders involved in the chain of
generating, converting, and re-using plastic.
Our contribution to national development is through a closed-loop recycling program
that offers back-to-back pick-up of scrap generated at the source. This allows us to
recycle polymer waste and put them back into mainstream industrial applications.

Below is a list of plastic scrap that we can recycle: -

 Nylon yarn to granules

 Recycling of rigid plastics like battery boxes, drums, crates, pales (PP, PE,
LLDPE)
 Recycling of soft plastics like films, sheets (PP, PE, PC)
 Recycling of polymer waste from Petrochemical plants; PE and PP lumps,
powders, and floor sweeps.
 Recycling of PE Wax
 Recycling of ABS, PC, and PA lumps (and post-industrial waste)

2.6 Main competitors: -

 PI polymers
 Chamco polymers
 Styrenic polymers
 Appl Industries Limited
 Mitsubishi Chemical India Pvt.
 Inno Color and Compounds Private Limited
 Peeco Polytech Pvt Ltd.
 Aquent Polymers Private Limited
 Calco Poly Technik Private Limited

30
 CHAPTER: -3
3.1 Introduction: -
Perception plays a crucial role in shaping an employee's job satisfaction. How an
individual perceives their job and the various aspects related to it can greatly
influence their level of satisfaction. Perception is the way individuals interpret and
make sense of their experiences, and this includes their experiences in the workplace.

31
For example, if an employee perceives their work environment as supportive,
respectful, and conducive to their personal and professional growth, they are likely to
experience higher levels of job satisfaction. On the other hand, if an employee
perceives their work environment as toxic, stressful, or lacking opportunities for
advancement, their job satisfaction may be significantly lower.

The perception of relationships in the workplace also plays a significant role in job
satisfaction. Positive relationships with colleagues, supervisors, and subordinates can
contribute to a sense of belonging, support, and teamwork, which can enhance job
satisfaction. Conversely, negative relationships characterized by conflict, lack of trust,
or poor communication can lead to dissatisfaction.

Recognition and feedback also impact job satisfaction. Employees who perceive that
their efforts and contributions are recognized and valued are more likely to feel
satisfied with their job. Conversely, if employees perceive a lack of recognition or
feedback, they may feel unappreciated and dissatisfied.

Organizations should strive to create positive perceptions among employees by

fostering a supportive work environment, meaningful tasks, positive relationships,
recognition, and ample opportunities for growth and advancement.

Definition of Perception:
Perception is the process of becoming aware of situations, and of adding meaningful
associations to sensations.
-B. V. H. Gilmer
Perception can be defined as “the process of receiving, selecting, organizing,
interpreting, checking, and reacting to sensory stimuli or data”.
-Uday Pareek
Perception includes all those processes by which an individual receives information

about his environment — seeing, hearing, feeling, tasting, and smelling.

- Joseph Reitz

32
Employee satisfaction is defined as the combination of affective reactions to the
differential perceptions of what he/she wants to receive compared with what he/she
receives.
-New Cranny, Smith and
Stone
Employee satisfaction may be described as how pleased an employee is with his or
her position of employment.
-Moyes, Shao & Newsome
Employee job satisfaction:
Employee job satisfaction refers to the level of contentment, fulfillment, and
happiness that an employee experiences in their job.
It is a subjective measure that reflects how an individual perceives their work
environment, tasks, relationships, recognition, and opportunities for growth and
advancement.
High job satisfaction indicates that an employee is satisfied with their job and finds it
fulfilling, while low job satisfaction suggests dissatisfaction and unhappiness with the
job.

3.2 Importance of the study: -

1. Understanding employee needs:
Perception plays a crucial role in shaping an employee's job satisfaction. By studying
how employees perceive various aspects of their job, such as their work environment,
tasks, and relationships, organizations can gain insights into their employees' needs
and expectations. This understanding can help organizations tailor their policies,
practices, and initiatives to better meet these needs and enhance job satisfaction .

2. Identifying areas for improvement:

By studying the impact of perception on job satisfaction, organizations can identify
areas where employees may have negative perceptions or dissatisfaction. This can
help organizations pinpoint specific issues or challenges that need to be addressed to
improve overall job satisfaction. For example, if employees perceive a lack of
recognition or opportunities for growth, organizations can implement strategies to
address these concerns and improve job satisfaction.

33
3. Creating a positive work culture:
Perception plays a crucial role in shaping the overall work culture within an
organization. By studying the impact of perception on job satisfaction, organizations
can identify factors that contribute to a positive work culture and those that may
hinder it. This knowledge can help organizations foster a supportive and positive work
environment that promotes job satisfaction and overall employee well-being.

3.3 Background of The Study: -

The background of this study report may include an overview of the importance of job
satisfaction in the workplace and its implications for both employees and
organizations. This study also discuss the various factors that can influence job
satisfaction, such as work-life balance, compensation and benefits, career
development opportunities, work environment, and relationships with colleagues and
supervisors.

3.4 Problem Statement: -

To assess and understand the perception of employees regarding their job satisfaction
at Ravago Manufacturing India Pvt Ltd, including factors such as work-life balance,
career growth opportunities, employee benefits, communication, safety, and overall
work environment.

3.5 Objective of the Study: -

 To determine the overall level of job satisfaction among employees at Ravago
Manufacturing India Pvt Ltd.
 To identify the factors that contribute to employee job satisfaction at the
company, including work-life balance, career growth opportunities, employee
benefits, communication, grievances, safety, and overall work environment.
 To assess the impact of employee job satisfaction on leadership management.
 To provide recommendations and strategies for improving employee job
satisfaction based on the findings of the study.

34
3.6 Research Hypothesis:-
H1: There is significant relationship between employee job satisfaction and
work life balance at Ravago Manufacturing India Pvt. Ltd.
H0: There is no relationship between employee job satisfaction and work life
balance at Ravago Manufacturing India Pvt. Ltd.

H1: There is significant or positive relationship between employee job

satisfaction and career growth opportunities at Ravago Manufacturing India
Pvt. Ltd.
H0: There is no positive relationship between employee job satisfaction and
career growth opportunities at Ravago Manufacturing India Pvt. Ltd.

H1: There is significant or positive relationship between employee job

satisfaction on compensation, employee benefit at Ravago Manufacturing
India Pvt. Ltd.
H0: There is no significant or positive relationship between employee job
satisfaction on compensation, employee benefit at Ravago Manufacturing
India Pvt. Ltd.

H1: There is significant or positive relationship between perception of

employee job satisfaction on employee safety at Ravago Manufacturing India
Pvt. Ltd.
H0: There is no significant or positive relationship between perception of
employee job satisfaction on employee safety at Ravago Manufacturing India
Pvt. Ltd.

CHAPTER: - 4
4.1 Literature Review
Sr Ye Name of Research Research Research Sam Findings
N ar the Title/topic Objective Hypothesi ple
o. Author s Size

35
1 20 Farhan The The H1: 125 The results
23 Sanjaya Determinan purpose of human of data
Joko t Factors of this study resource analysis
Suyono, Employee is to developm prove that
Damarsari Job analyze the ent simultaneous
Ratnasaha Satisfaction effect of influences ly and
ra : Human human employee partially the
Elisabeth Resource resource job development
Developme developme satisfactio of human
nt, nt, n. resources,
Organizatio organizatio H2: organizationa
nal Culture, nal culture, organizati l culture, and
and and onal leadership
Leadership leadership culture has a
Style style both influences significant
simultaneo employee effect on
usly and job employee job
partially on satisfactio satisfaction
employee n.
job H3:
satisfaction leadership
. style
influences
employee
job
satisfactio
n H4:
human
resource
developm
ent,
organizati
onal
culture,

36
 and
leadership
style
influence
employee
job
satisfactio
n.
2 20 Muhamm The This study H1: 77 This research
23 ad Mirza Influence of aims to Leadershi findingsJob
Soetirto, Leadership examine p Style satisfaction
Pudji Style on the effect Affects can mediate
Muldjono Employee of work Job the effect of
, Furqon Performanc motivation Satisfactio leadership
Syarief e Mediated on n style on job
Hidayatul by Job performanc H2: satisfaction.
loh Satisfaction e mediated Leadershi A good
and by. The p Style leadership
Moderated approach Affects style can
by Work used in this Employee increase
Motivation research is Performan employee job
quantitative ce satisfaction
. which will
further
improve
employee
performance;
3 20 Michael The The H1: an 138 This study
23 Sanjaya, influence of objectives influence sought to
Lilik job of this between understand
Indrawati satisfaction, study were job the impact of
work to ascertain satisfactio employee
motivation, the n on the commitment,
and relationship performan work

37
 employee between ce of motivation,
commitmen job employees and job
t on satisfaction H2: Work satisfaction
employee and motivation on
performanc performanc has an performance.
e e, between impact on
work employee
motivation performan
and ce
performanc H3:
e, and Employee
between commitme
employee nt has an
commitme impact on
nt and employee
performanc performan
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4 20 Hien Strengtheni This H1: 380 The findings
23 Pham ng the Link research Organizati indicate that
Between investigates onal organizationa
Organizatio the role of culture has l culture has
nal Culture employee a positive a direct
and trust and effect on positive
Employee job employee impact on
Loyalty: satisfaction trust. employee
Exploring in the H2: loyalty and
the relationship Organizati also affects
Mediating between onal employee
Effects of organizatio culture has trust and job
Employee nal culture a positive satisfaction
Trust and and effect on positively
Job employee employee
Satisfaction loyalty job
satisfactio

38
 n. H3:
Organizati
onal
culture has
a positive
effect on
employee
loyalty.
5 20 Zamokuhl Influence of The H1: it was 618 To manage
22 e W. Job primary discovered employees
Shabane, Satisfaction objective that job effectively
Karel on of the satisfactio and
Lessing Employee current n was efficiently,
Relations study was related to interventions
and Work to vigor like training
Engagemen determine H2: Salary can be
t whether satisfactio implemented
job n was by employers
satisfaction found to to establish,
influences be enhance, and
employee significant maintain
relations ly related levels of job
and work to satisfaction
engagemen absorption and work
t and how engagement
this affects
their levels
of job
satisfaction
and
ultimately
work
engagemen

39
 t
6 20 Bosker Analysis of This study H1. 71 The study’s
22 Edward Workload, analyzes Workload findings
Huta bara, Employee the has a show that
Prihatin Placement, influence negative Medan
Lumbanra and of and Customs and
ja, and Employee workload, significant Excise
Isfenti Engagemen employee influence Office
Sadalia t on placement, on job employees
Employee and satisfactio are less
Job employee n at satisfied with
Satisfaction engagemen Medan their jobs
at Medan t on Customs because of
Customs employee and Excise the high
and Excise job Office; workload
Office satisfaction H2:
at Medan Employee
Customs placement
and Excise has a
Office positive
and
significant
influence
on job
satisfactio
n at
Medan
Customs
and Excise
Office
7 20 Atalya The The H1: Job 90 This research
23 Fransiska, Influence of company satisfactio findingcan
Joyce A. Job needs some n has a be done by
Turangan Satisfaction support positive providing

40
 , through job influence equal
Leadership, satisfaction on the opportunities
and , leadership well-being for all
Organizatio as well as of PT employees to
nal Justice existing Lancar be able to
on organizatio Makmur voice their
Employee nal justice. Bersama opinions, as
Well-Being employees well as
. providing
H2: equal
Leadershi treatment
p has a between
positive employees,
influence especially in
on the providing
well-being information.
of PT
Lancar
Makmur
Bersama
employees
8 20 Ahmad The The H1: 61 This research
23 Azmy, Influence of purpose of spiritual develops
Agung Spiritual this study leadership knowledge in
Priyono Leadership is to effects on the field of
and the analyze the job human
Complexity direct and satisfactio resource
of indirect n. management.
Assignment effects H2: Both
s on Job generated Spiritual variables
Satisfaction by spiritual Leadershi indicate that
and leadership p Affects leadership
Employee and Employee and
Performanc assignment Performan assignment

41
 e at complexity ce complexity
Paramadina on H3: can affect
University employee assignmen employee
performanc t performance
e through complexit at
job y affects Paramadina
satisfaction the job University.
at satisfactio
Paramadina n
University.
9 20 Hien Enhancing The H1: 124 The study
23 Pham, the purpose of organizati has
Tran relationship theseskilled onal examined
Thanh between professiona culture and
Tuan organizatio ls departing positively evaluated the
nal culture from small affects theoretical
and or private employee measurement
employee hospitals trust, job model of
loyalty: The and satisfactio loyalty
mediating medical n, and among
role of centers loyalty medical
employee escalates H2: personnel in
trust and daily employee private
job trust healthcare
satisfaction positively facilities in
affects job Southern
satisfactio Viet Nam.
n and
employee
loyalty.
10 20 Heru The effect This study H1: Job 100 This research
22 Kuncoro of job aims to satisfactio findings also
wati, satisfaction examine n has a found that
and the effect positive job

42
 Heru employee of job effect on satisfaction
Noor loyalty on satisfaction employee provides an
Rokhmaw employee and performan increase in
ati, Lalu performanc employee ce employee
Supardin e loyalty on H2: performance
employee Employee
performanc loyalty has
e at Ros-In a positive
Hotel in effect on
Yogyakarta employee
performan
ce
H3: Job
satisfactio
n and
employee
loyalty has
a positive
effect on
employee
performan
ce
11 20 Randolph Employee The H1: There 129 The findings
23 Watkins, Monetary objectives is no of this study
Patricia Compensati of this significant demonstrate
Fusch on and study correlation there is a
Employee indicate between fundamental
Job what is employee difference
Satisfaction known monetary between
about a compensat what is
worker or ion and known about
an employee a worker and
employee general what is
should not satisfactio known about

43
 always be n an employee
assumed to H2: There
apply to the is a
other as the significant
subtle correlation
differences between
could cause employee
a variable monetary
to apply compensat
differently ion and
to each employee
group. general
satisfactio
n
12 20 Nanda The The main H1: 110 The study's
23 Hid Ayati, Relationshi objective organizati findings
Muhamad p between of this onal offer
Ammar Job Stress study is to support important
Muhtadi and investigate significant new
Employee the ly information
Job relationship moderated about the
Satisfaction between the connection
: A job stress relationshi between
Multivariat and p between workplace
e Analysis employee job stress stress and job
Approach job and job happiness
in an satisfaction satisfactio among
Organizatio among n Bandung's
nal Context employees Genz
in workforce
Bandung,
Indonesia,
a group
born

44
 between
the mid-
1990s and
early
2010s, is
the
youngest
generation
currently
entering
the
workforce
13 20 Hebah Employee This study H1: 380 The findings
22 Zaki motivation, mainly Employee of the study
makhamr job focuses on motivation indicated that
eh, satisfaction, examining has a employee
Asaad customer the effects direct motivation
alsakarne satisfaction, of positive effect
h, and firm employee effect on significantly
Bilal performanc motivation Job and
eneizan, e: the on Job Satisfactio positively on
Abdul moderating Satisfaction n job
Hafaz role of , job H2: Job satisfaction,
NGAH employee satisfaction Satisfactio job
empowerm on n is satisfaction
ent customer positively effect
satisfaction correlated significantly
, customer with and
satisfaction Customer positively on
on firm Satisfactio customer
performanc n satisfaction,
e, and the H3: customer
moderating Customer satisfaction
role of Satisfactio effect

45
 employee n has a significantly
empowerm positive and
ent on the influence positively on
relationship on Firm firm
between Performan performance
employee ce
motivation H4:
and job Employee
satisfaction empower
. ment
moderates
the effect
of
employee
motivation
and Job
Satisfactio
n
14 20 Ali Impact The study H1: There 102 Findings
23 Ahmed of aims to is a show that
Ateeq, employe examine significant employee
Mohamm e loyalty the effect relationshi loyalty
ed on job of p between significantly
Alzoraiki, perform employee employee influences
Marwan ance: loyalty on loyalty job
Milhem Mediati job and job performance
ng role performanc satisfactio and job
of job e in n. H2 satisfaction.
satisfacti Bahrain. There is a
on on Further, it significant
the investigates relationshi
example the p between
of Zain mediating employee
compan effect of loyalty

46
 y, job and job
Bahrain. satisfaction performan
Problem on the ce. H3:
s and relationship There is a
Perspect between significant
ives in employee relationshi
Manage loyalty and p between
ment job job
performanc satisfactio
e n and job
performan
ce. H4:
Job
satisfactio
n
significant
ly
mediates
the
relationshi
p between
employee
loyalty
and job
performan
ce.
15 20 Suharto, The The H1: Work 80 The results
23 Bongsu Influence of purpose of discipline of the
Saragih, Work this study and analysis
Nurlaili Discipline was to promotion show that
and determine: have a work
Position the effect significant discipline
Promotion of work effect on and
on discipline job promotion

47
 Employee and satisfactio have a
Performanc promotion n significant
e through on job H2: Work effect on
Job satisfaction discipline employee job
Satisfaction of LLP- and satisfaction
of LLP- KUKM promotion
KUKM employees, have a
Jakarta the effect significant
of work effect on
discipline the
and performan
promotion ce
on LLP- H3: Work
KUKM discipline
employee affects
performanc employee
e, the effect performan
of job ce through
satisfaction job
on LLP- satisfactio
KUKM n
employee
performanc
e, the effect
of work
discipline
on
employee
performanc
e
16 20 Karmila The effect This study H1: Job 69 The results
23 Maharani, of job aims to satisfactio of this study
Romansy satisfaction determine n has a prove that
ah and the effect positive the variable

48
Sahabudd employee of job and Job
in, Tenri commitmen satisfaction significant Satisfaction
SP t on on effect has a
Dipoatmo employee employee partially significant
djo, performanc performanc on the effect on
Burhanud e at the e, performan Employee
din, social Determine ce of Performance.
Zainal service of the effect employees There is a
Ruma Makassar of at the positive and
city employee Makassar significant
commitme City effect
nt on Social partially on
employee Service. employee
performanc H2: commitment
e, and Employee to employee
Determine commitme performance
the effect nt has a at the
of job partially Makassar
satisfaction positive City Social
and and Service.
employee significant
commitme effect on
nt jointly employee
on performan
employee ce at the
performanc Makassar
e at the City
Makassar Social
City Social Service
Service. H3: Job
satisfactio
n and
employee
commitme

49
 nt have a
positive
and
significant
influence
simultane
ously on
employee
performan
ce at the
Makassar
City
Social
Service
17 20 Agung The effect To H1: 56 The results
23 Firmansy of determine compensat of this study
ah, Ana compensati the effect ion has a found that
Lailatul on and job of positive there is an
Fitriya, satisfaction compensati and influence of
Aisyah on on and job significant compensatio
Nuururro employee satisfaction effect on n and job
hmah loyalty in on the the Job satisfaction
Ulluwiya the city of loyalty of satisfactio on employee
h, Surabaya employees n loyalty to
Arvinda working in H2: companies in
Rif’ani companies Loyalty the city of
Amalia, or has a Surabaya so
Riyan industries positive the company
Sisiawan in the city and needs to
Putra of significant provide
Surabaya. effect on commensurat
job e
satisfactio compensatio
n n and

50
 comfort that
creates job
satisfaction
so that
employees
can be loyal
to the
company
18 20 Emiliana The Effect The goal of H1: 99 Findings of
22 Sri of this study Compensa this study
Podiatry, Compensati is to see if tion compensatio
Murdians on on there is an relationshi n affect
yah Employee effect of p with employee
Herman, Performanc compensati employee performance,
Deewar e is on on job performan compensatio
Mahesa Mediated satisfaction ce n has a
by Job that is H2: The positive and
Satisfaction mediated relationshi significant
by job p between effect on job
satisfaction job satisfaction,
. satisfactio job
n and satisfaction
employee affects
performan employee
ce performance,
and job
satisfaction
is capable of
improving
employee
performance
19 20 Ramadhi, Mediation This study H1: There 114 This
23 Kiki Job aims to is no studyImprovi
Sariani, Satisfaction determine significant ng the

51
Yolanda : how much effect of quality of
Desti Transforma influence informatio hospital staff
tional transformat nal depends on
Leadership, ional leadership the number
Internal leadership, on job and quality
Communic internal satisfactio of the
ation, and communica n, H2: hospital staff
Organizatio tion, and There is a itself. A lack
nal Culture organizatio significant of employees
to Increase nal culture influence will affect
Employee have on of internal the workload
Engagemen employee communic of
t engagemen ation on employees.
t through job
job satisfactio
satisfaction n, H3:
as an There is a
intervening significant
variable at influence
Sijunjung of
Hospital organizati
onal
culture on
job
satisfactio
n, H4:
There is a
significant
effect of
informatio
nal
leadership
on
employee

52
 engageme
nth5:
There is a
significant
effect of
internal
communic
ation on
employee
engageme
nt
20 20 Abdul Influence of The H1: There Promotion of
18 Razak, Promotion purpose of is the Makassar
Sarpan, and Job this study influence Government
Ramlan Satisfaction is to know of Region has
on the promotion been by the
Employee Promotion and job field and
Performanc of positions satisfactio expertise but
e held; n on needs to be
Employee performan considered in
job ce terms of
satisfaction H2: There creativity in
; employee is no the job of
performanc influence implementin
e; The of g promotion
influence promotion and
of and job placement so
promotion satisfactio that
and job n on employees
satisfaction performan that are
on ce promoted are
employee satisfied and
performanc the wheel of
e in the the

53
 Makasar organization
Governmen and the
t Region company
will run well
21 20 Bintang The The study H1: Direct 167 This study
20 Bagaskara Influence of aimed to Influence found that
Korda, Organizatio analyze the of organizationa
Riani nal Culture influence Organizati l culture
Rachmaw on of onal influences
ati Employee organizatio Culture on and improves
Performanc nal culture Employee employee
e Mediated on Performan performance.
by Job employee ce It also affects
Satisfaction performanc H2: Direct organizationa
and e mediated Influence l
Employee by job of commitment
Commitme satisfaction Organizati and job
nt and onal satisfaction,
employee Culture on which
commitme Job mediate the
nt. Satisfactio culture to
n improve
H3: Direct employee
Influence performance.
of Job Moreover,
Satisfactio employee
n on performance
Employee could be
Commitm improved by
ent increasing
H4: Direct job
Influence satisfaction
of Job and
Satisfactio

54
 n on commitment
Employee
Performan
ce
22 20 Agus Antecedent This H1: The 200 These
23 Sugianto, s of green research GHRM findings
Andrian creativity: aims to practice offer useful
Dolfriand the analyze the has a insights into
ra Hiruta mediating direct and significant green
role of indirect impact on creativity
employee effects of employee practices in
green green green Indonesia,
commitmen human commitme including the
t and resource nt. mediating
employee manageme H2: The role of
job nt (HRM), GHRM employee
satisfaction employee practice green
green has a commitment
commitme significant and
nt, and impact on employee job
employee employee satisfaction.
job green
satisfaction creativity.
on green H3: The
creativity. GHRM
practice
has a
significant
impact on
employee
job
satisfactio
n.
H4: The

55
employee
green
commitme
nt has a
significant
impact on
employee
green
creativity
H5:
Employee
job
satisfactio
n has a
significant
impact on
employee
green
creativity.
H6: The
employee
green
commitme
nt
mediates
the impact
of GHRM
practice
on
employee
green
creativity
H7:
Employee

56
 job
satisfactio
n mediates
the impact
of GHRM
practice
on
employee
green
creativity
23 20 Roshan The Effect The main H1: 150 The finding
23 Thapa of Financial purpose of Significan also shows
and Non- the study t relation that job
Financial was to between satisfaction
Compensati examine any group is
on towards the effect of significantly
Employee of financial Education dependent on
Job and non with their current
Satisfaction financial Financial education,
compensati Compensa job position,
on on tion, Non- and, working
employee Financial department
job Compensa too.
satisfaction tion, and
with their Job
education, Satisfactio
working n H2:
department Significan
t relation
between
any group
of Job
Position
with

57
Financial
Compensa
tion, Non-
Financial
Compensa
tion, and
Job
Satisfactio
n
H3:
Significan
t relation
between
any group
of
departmen
ts with
Financial
Compensa
tion, Non-
Financial
Compensa
tion, and
Job
Satisfactio
n H4:
Significan
t relation
between
financial
compensat
ion, non
financial
compensat

58
 ion with
job
satisfactio
n
24 20 Nancy The Role of This study H1: 196 This research
23 Yusnita, job aims to Quality of finds thatto
Audrey satisfaction find Work Life improve
Mahrani in the effect strategies has a employee
Melati F of quality that can be direct performance,
of work life implemente positive organizations
on the d by effect on can first
Performanc manageme Employee increase job
e of nt to Performan satisfaction.
research improve ce
institution’s employee H2: Job
employee performanc Satisfactio
e of n has a
SEAMEO direct
BIOTROP positive
by effect on
analyzing Employee
the effect Performan
of quality ce
of work life H3:
on Quality of
employee Work Life
performanc has a
e, the effect direct
of job positive
satisfaction effect on
on Job
employee Satisfactio
performanc n
e, the effect

59
 of quality H4:
of work life Quality of
on Work Life
employee has a
job positive
satisfaction indirect
and the effect on
effect of Employee
quality of Performan
work life ce through
on Job
employee Satisfactio
performanc n
e indirectly
through job
satisfaction
25 20 Mr. Kapil Impact of To examine H1: 110 The results
22 Kapoor, Job the impact Significan revealed that
Dr. Jyoti Satisfaction of job t an increase
Sondhi on satisfaction relationshi in employee
Employee on p between immediate
Performanc employee job supervisor
e in Private performanc satisfactio factors will
Varsities at e. n and increase
Himachal employee employee job
Pradesh performan satisfaction.
ce
H2:
There is
no
significant
relationshi
p between
employee

60
 performan
ce and job
satisfactio
n
26 20 Deddy Analysis of The H1: which 75 This research
22 Novie Communic purpose of states that finds
Citra ation and this study communic thatcommuni
Artaa, Compensati was to ation has a cation and
Teguh on on analyze the positive compensatio
Setiawan Employee effect of and n have
Wibowob, Job communica significant positive and
Pandu Satisfaction tion and effect on significant
Adi compensati employee effects on
Cakraneg on on job employee job
arac, employee satisfactio satisfaction.
Marwan job n
Hadid, satisfaction H2: which
Akhmad . The states that
Nur research compensat
Zaroni design used ion has a
in this positive
study used effect and
quantitative significan
associative ce on
methods employee
job
satisfactio
n
27 20 Irina Scales To H1: there 60 Job
22 Yanchovs for determine is a satisfaction
ka measuri the significant assessment
ng different relationshi can be done
employe measureme p using a
e job nt betweengl variety of

61
 satisfacti instruments obal scales,
on , arranging scales, ranging from
them into measuring strictly
three main the overall specific to
categories level of more
– global, employee general.
composite, satisfactio
and facet n,
scales H2: There
is a
significant
relationshi
p between
satisfactio
n with
different
factors of
the work
environme
nt
28 20 Naelati Determinan This H1: 104 This research
22 Tuba ts of research Organizati finds that
Stuvi, employee aims to onal organizationa
Suryo performanc analyze transforma l
Budi e: The and look tion has a transformatio
Santoso, mediating for significant n affects job
Sri role of job empirical effect on satisfaction.
Wahyuni satisfaction evidence of job Based on the
the satisfactio test results
influence n. H2: obtained a
of Organizati significance
organizatio onal value.
nal culture has Organization
transformat a al

62
ion on job significant transformatio
satisfaction effect on n has a
, the job significant
influence satisfactio positive
of n. H3: effect on job
organizatio Employee satisfaction;
nal culture engageme Organization
on job nt has a al culture has
satisfaction significant a significant
, the effect on positive
influence job effect on job
of satisfactio satisfaction;
employee n. H4: Employee
engagemen Informatio engagement
t on job nal has a
satisfaction leadership significant
, the has a positive
influence significant effect on job
of effect on satisfaction
information job
al satisfactio
leadership n. H5: The
on job work
satisfaction environme
, the nt has a
influence significant
of work effect on
environme job
nt on job satisfactio
satisfaction n. H6: Job
, satisfactio
n has a
significant
effect on

63
 employee
performan
ce
H7:
Organizati
onal
transforma
tion has a
significant
effect on
employee
performan
ce
29 20 B. Employee The aims H1: 80 This research
23 Medina Job of this Supervisor finds
Nilasari, Satisfaction research s provide thatFactors
Prastiyo Levels: were: to support to of employee
Diatmono Evidence in determine employees job
, Private the level of when satisfaction
M. Higher job socializing that are not
Nisfianno Education satisfaction with optimal are:
or, Farah Organizatio of colleagues Pay, Job
Margareth ns employees H2: There Itself, and
a Leon, in the is a Promotion
Kurniawa Master of personal Opportunitie
ti, Ngesti Manageme relationshi s, all of
Andik nt, Faculty p between which are in
Rimbawa of superiors the good
nto, and Economics and category
Sasantyari and employees
ni Business,
University
Trisakti,
Jakarta,

64
 INDONESI
A; to find
out what
factors can
affect
employee
job
satisfaction
; and to
find out the
factors of
employee
job
satisfaction
that are not
optimal
30 20 Cao Minh The The present H1: Job 255 The research
23 Anh interplay study Satisfactio findings,
Nguyen, between examines n although two
Minh-Tri internal the roles of positively of them are
Ha communica internal influences rejected after
tion, communica the level analyzing the
employee tion (IC), of data. First,
engagement job Employee IC has a
, job engagemen loyalty positive
satisfaction, t (JE), H2: job effect on JS
and organizatio engageme which is
employee n nt has supported by
loyalty in engagemen positively several
higher t (OE), and influenced studies
education job the level
institutions satisfaction of job
in Vietnam (JS) in satisfactio
producing

65
 employee n
loyalty
(EL) based
on the
social
exchange
theory
31 20 Tania The Effect This study H1: 110 The results
23 Laurencia of aimed to Workload showed that
Mandjar, Workload, analyze the has a there is a
Joyce A. Work effects of negative negative
Turangan Motivation, workload, influence influence of
and Work work on workload on
Environme motivation, employee the job
nt on and work job satisfaction
Employee environme satisfactio of employees
Job nt on n of PT of PT.
Satisfaction employee H2: Work Employees
job Motivatio will feel
satisfaction n has a valued and
positive satisfied at
influence work.
on Employee
employee performance
job will also
satisfactio increase
n of PT along with
H3: Work increasing
Environm employee job
ent has a satisfaction
positive
influence
on
employee

66
 job
satisfactio
n of PT
32 20 Tolulope Employee The H1: Employee
23 Ibukun, empowerm objective employees empowermen
Virginie ent, of this are less t, or job
Perotin equality research is likely to control, is a
plans, and that be key predictor
job employees satisfied of job
satisfaction: are more with satisfaction,
an likely to be different and job
empirical satisfied in facets of demands are
analysis of various the job in negatively
the ways when the associated
demand- required to presence with various
control work very of high aspects of
model hard levels of job
job satisfaction.
demands. The presence
H2: of equality
Employee plans
s are more strengthens
likely to the positive
be effects of job
satisfied control and
with mitigates the
various detrimental
aspects of effects of job
the job demands
when they
have
control
over
different

67
 aspects of
their work
H3: The
joint
presence
of a high
level of
job
demands
and fewer
control
opportunit
ies is
negatively
related to
various
forms of
job
satisfactio
n when
compared
to the joint
presence
of a low
level of
job
demands
and a high
level of
job
control.
33 20 Andi The Effect The results H1: The 100 Job
23 Irfan, of Job of the study Effect of satisfaction
Satisfaction found that Job has a positive

68
 Andi and Work job Satisfactio and
Alim Motivation satisfaction n on significant
on has a Employee effect on
Employee positive Performan work
Performanc and ce discipline,
e through significant H2: Effect work
Work effect on of Work motivation
Discipline work Motivatio has a positive
at the discipline, n on and
Regional work Employee significant
Secretariat motivation Performan effect on
of East has a ce work
Luwu positive H3: The discipline,
Regency, and Effect of job
Indonesia significant Job satisfaction
effect on Satisfactio has a positive
work n on and
discipline, Employee significant
job Performan effect on
satisfaction ce through employee
has a Work performance
positive Discipline
and H4: The
significant Effect of
effect on Work
employee Motivatio
performanc n on
e Employee
Performan
ce through
Work
Discipline
34 20 Dodi The The H1: 125 These
23 Setiawan Influence of purpose of Organizati research

69
Riatmaja, Organizatio this onal findings,
Syahrial nal Culture research is culture has organizationa
Shaddiq on to explain a positive l culture
Employee the role of effect on seems to
Performanc job job have a
e Mediated satisfaction satisfactio positive
by Job and n effect on
Satisfaction organizatio H2: employee
and nal Organizati satisfaction
Organizatio commitme onal variables, a
nal nt in culture has positive
Commitme reducing a positive effect on
nt the impact effect on worker
Conference of employee productivity,
Paper organizatio performan a positive
nal culture ce effect on
on H3: employee
employee Organizati commitment,
performanc onal a positive
e culture has effect on job
a positive satisfaction,
effect on and a
organizati positive
onal effect on
commitme work
nt commitment
H4: Job
satisfactio
n has a
positive
effect on
employee
performan
ce

70
 H5: Job
satisfactio
n mediates
the
positive
influence
of
organizati
onal
culture on
employee
performan
ce. H6:
Organizati
onal
commitme
nt
mediates
the
positive
influence
of
organizati
onal
culture on
employee
performan
ce
35 20 Bimba The To H1: job 291 This study
22 Dissanaya Analysis of investigate satisfactio could be
ke the the n mediates further
mediating mediating the developed by
impact of impact of relationshi addressing
job job p between other factors

71
 satisfaction satisfaction financial that
on financial on the rewards influence
rewards and relationship and employee
employee between employee performance
performanc financial performan and
e Rewards ce expanding
conference and H2: There the study
paper Employee is a context to
Performanc significant different
e relationshi employment
p between levels, and
financial industries.
reward
and job
satisfactio
n
36 20 Bagus The This study H1: 74 This research
22 Pramudita Influence of aims to Career finds that
, Joko Career determine Developm Career
Suyono, Developme the effect ent has a development
Damarsari nt, Job of career partial and is the most
Ratnasaha Satisfaction developme significant important
ra , and nt, job effect on thing that
Elisabeth Organizatio satisfaction Employee must be done
nal Culture , and Loyalty to develop
on organizatio H2: Job and improve
Employee nal culture Satisfactio the
Loyalty partially n has a effectiveness
and partial and of human
simultaneo significant resources. A
usly on effect on good career
employee Employee development
loyalty of Loyalty plan must be
Logistics H3: adapted to

72
 Company Organizati the needs of
in onal the company
Surabaya Culture
in has a
Surabaya partial and
significant
effect on
Employee
Loyalty
H4:
Career
Developm
ent, Job
Satisfactio
n, and
Organizati
onal
Culture
have a
simultane
ous and
significant
effect on
Employee
Loyalty
37 20 Christian Employee This study H1: 200 To the
22 Wiradendi Performanc aims to Compassi findings of
Wolor, e Attributes determine on has a the research,
Datu in Post- how job significant compassion
Razali Pandemic changes positive does not
Datu Era: affect effect on affect
Eranza Redefining compassion employee employee
Compassio , employee performan performance;
n, communica ce H2: however,

73
Employee tion, Compassi compassion
Communic employee on has a does affect
ation, engagemen significant employee
Employee t, and job positive communicati
Engagemen satisfaction effect on on; employee
t, and Job job communicati
Satisfaction satisfactio on affects job
n H3: satisfaction;
Employee employee
communic communicati
ation has a on affects
significant employee
positive performance;
effect on employee
job engagement
satisfactio affects job
n H4: satisfaction
Employee
communic
ation has a
significant
positive
effect on
employee
performan
ce H5:
Employee
engageme
nt has a
significant
positive
effect on
job
satisfactio

74
 n H6:
Employee
engageme
nt has a
significant
positive
effect on
employee
performan
ce H7: Job
satisfactio
n has a
significant
positive
effect on
employee
performan
ce
38 20 Primadi Determinan The H1: 58 This
23 Candra t Employee purpose of Motivatio research
Susanto, Performanc this study n has a finds that
Ni e and Job was to positive there is a
Nyoman Satisfaction determine effect on positive and
Sawitri, : Analysis the effect Employee partially
Sugeng Motivation, between Performan significant
Suroso, Path Career variables in ce influence of
Institut and this study H2: Motivation
Transport Employee Career on Job
asi dan Engagemen Path has a Satisfaction.
Logistik t in positive There is a
Trisakti Transportati effect on partial
on and Employee absence of
Logistics Performan positive and
Industry significant

75
 ce influence
H3: from Career
Employee Path to Job
engageme Satisfaction
nt
positively
affects
Employee
Performan
ce
H4:
Employee
Performan
ce
positively
affects job
satisfactio
n
39 20 Geraldin Analysis of The Allegedly 73 This research
23 Pradana Employee purpose of Work finds that
Herlamba Performanc this study Engageme Work-Life
ng, Dhani e and Job was to nt has a Balance has
Ichsanudd Satisfaction determine positive no
in Nur, as the effect effect on significant
Tri Intervening of work performan effect. Work
Kartika Variables at engagemen ce at PT. Engagement
Pertiw Bank Jatim t, work-life Bank has a positive
balance, Jatim effect on
and Branch performance.
organizatio H2: Work
nal culture Allegedly Engagement
on Work-Life has no
employee Balance positive
performanc has a effect on

76
e through positive Performance
job effect on through Job
satisfaction performan Satisfaction.
of ce at PT.
employees Bank
of the Bank Jatim
Jatim Branch
Branch H3:
Allegedly
Organizati
onal
Culture
has a
positive
effect on
performan
ce at PT,
Bank
Jatim
Branch
H4:
Allegedly
Work
Engageme
nt has a
positive
effect on
performan
ce through
job
satisfactio
n at PT.
Bank
Jatim

77
 Branch
H5:
Allegedly
Work-Life
Balance
has a
positive
effect on
performan
ce through
job
satisfactio
n at PT.
Bank
Jatim
Branch
H6:
Allegedly
Organizati
onal
Culture
has a
positive
effect on
Performan
ce through
Job
Satisfactio
n at PT.
Bank
Jatim
Branch
40 20 Ledion The impact The study's H1: There 112 This study
23 of purpose is is a provides

78
 Musaj, evidence- to significant evidence-
Anxhelo based thoroughly relationshi based
Dema intervention examine p between insights that
s on how employee can inform
employee effective engageme academic
engagement are nt and job institutions
and job interventio satisfactio on the most
satisfaction ns based on n effective
in academic evidence in H2: there interventions
workplaces: improving is no for
A Meta- academic significant improving
analysis employees' relationshi employee
Conf job p between engagement
satisfaction evidence- and job
and based satisfaction
engagemen interventio in academic
t n on workplaces
employee
engageme
nt and job
satisfactio
n
41 20 Md. The This H1: there 100 The findings
23 Chapol Mediating objective is a of this study
Ali, Effect of aims to significant may be
Md Job explore the relationshi context-
Foysal Satisfaction association p between specific and
Hossain, on between Job limited to the
Mohamm Technology job Satisfactio sample and
ad Law satisfaction n as a settings
Nazmul Compliance and Mediator under
Alam : A Study of employees' in investigation.
Employee compliance Complian The results
Perceptions with may not be

79
 in the technology ce directly
Digital Era -related H2: There applicable to
Artic laws and is a other
regulations significant industries,
relationshi organizations
p between , or
Job geographical
Satisfactio locations
n as a
Mediator
42 20 Dr. Employee To know H1: There 50 Most of the
21 Bhadrapp Job the level of is a employees
a Satisfaction employee significant have got job
Haralayya at Big job relationshi satisfaction.
Bazaar satisfaction p between Most of the
in big employee employees
bazaar satisfactio feel proud of
bidar. To n at Big working in
know what Bazar this
the H2: There organization.
employees is no Most of the
feel about significant employees
working in relationshi feel that the
big bazaar p between supervisors
bidar. • To employee are very
know the satisfactio helpful.
coordinatio n at Big Most of the
n level Bazar employees
among the feel that this
co- is a good and
employees. safe working
To know place
the
supportive

80
 nature of
their c0-
workers
43 20 Fatima Employee This H1: 343 This research
22 Saeed, Salary and researchex Employee finds that
Amna Employee plores the salary is employee
Mir, Turnover quintessenc negatively salary is a
Maznah Intention: A e of associated key
Hamid, Key expecting with determinant
Fizza Evaluation the liaison employee that
Ayaz, Considerin between turnover positively
Usamah g Job employee intention. impacts
Iyyaz Satisfaction salary and H2: satisfaction
Billah and Job employee Employee which in turn
Performanc turnover salary is is positively
e as intention positively related to job
Mediators via the associated performance
mediating with job
representati satisfactio
on of job n
satisfaction H3: Job
and satisfactio
employee n is
performanc adversely
e associated
with
employee
turnover
intention.
H4: Job
satisfactio
n mediates
the
relationshi

81
p between
employee
salary and
employee
turnover
intention
H5:
Employee
salary is
positively
associated
with job
performan
ce
H6: Job
performan
ce is
negatively
associated
with
employee
turnover
intention
H7: Job
performan
ce
mediates
the
relationshi
p between
employee
salary and
employee
turnover

82
 intention.
44 20 Stefanny The The H1: 105 Implications
22 Lie, Influence of purpose of Employee that can be
Muhamad Employee this study Perceived realized from
Yasin, Perceived is to CSR the results of
Sergio CSR identify significant this study,
Ambhara (corporate potential ly affects among
Soerjanto, social factors that Job others,
Tengku responsibili can affect Performan provide
Mohd. ty) on Job job ce empirical
Khairal Performanc performanc H2: evidence for
Abdullah e: through e because Employee companies to
the employee Perceived be able to
mediation job CSR focus more
of Job performanc significant on CSR
Satisfaction e is the ly affects activities
and most Employee both
Employee important Engageme internally
Engagemen thing in a nt H3: and
t company Employee externally by
Engageme involving
nt employees in
positively these
affects Job activities to
Performan cause good
ce H4: perceptions
Employee and give
Engageme more
nt meaning to
positively employees at
mediates work to be
the able to
relationshi improve their
p between work

83
 Employee performance.
Perceived
CSR and
Job
Performan
ce
H5:
Employee
Perceived
CSR
significant
ly affects
Job
Satisfactio
n. H6: Job
Satisfactio
n
significant
ly affects
Job
Performan
ce H7: Job
Satisfactio
n mediates
the
relationshi
p between
Employee
Perceived
CSR and
Job
Performan
ce
45 20 Catindig, Assessment This study H1: There 39 The

84
23 Jamyl G. of aimed to was no researcher’s
Collado, employees’ assess significant findings to
Clarissa job employees' relationshi enhance the
R. satisfaction job p between level of job
Minioza, and satisfaction the satisfaction
Lizette retention and responden among the
Ann O. strategies of retention ts' Private Basic
Ponio, private strategies perceived Education
Michelle basic in private level of Faculty
A. education basic job Members in
Pragados, institutions: education satisfactio GMA. The
Mary an aid for institutions n and the perceived
Janelle P. enhancing to enhance responden level of job
San employee the ts satisfaction
Pascual, retention employee ‘assessed in terms of
Nicea program retention level of compensatio
Jane M. program existing n and
Suarez, employee benefits
Shaina retention indicates that
Jane G. strategies there is a
in terms of need for
Compensa improvement
tion and in this area
Benefits,
Peer
Relationsh
ips, and
Workload.
H2: there
was a
significant
relationshi
p between
the

85
 perceived
level of
job
satisfactio
n and the
responden
ts'
assessed
level of
existing
employee
retention
strategies
in terms of
Profession
al
Developm
ent
Opportuni
ties
46 20 Ojeleye, Job The study H1: Job 700 The findings
22 Y.C. Jada, autonomy investigates autonomy revealed that
R and the does not job
employee function of have a autonomy
engagement job significant and job
in Nigeria: satisfaction effect on satisfaction
the role of as a employee have a
job mediator of engageme positive
satisfaction the nt among significant
relationship public effect on
between sector employee
job employees engagement.
autonomy in Government
and Zamfara should

86
employee state. understand
engagemen H2: Job that job
t satisfactio autonomy is
n does not the capacity
have a to stimulate
significant employees’
effect on job
employee satisfaction
engageme toward
nt among employee
public engagement
sector
employees
in
Zamfara
state.
H3: Job
satisfactio
n does not
partially
mediate
the
relationshi
p between
job
autonomy
and
employee
engageme
nt among
public
sector
employees
in

87
 Zamfara
state.
47 20 Rutuja Impact of The H1: There 100 It is found
22 Vinay Internal objective is no that most
Dhanale, Marketing of the study significant employees
Radha on was to difference believe that
Pavitra Employee study the between communicati
Yalamarti, Job internal the level on increases
Dr. R. Satisfaction marketing of Internal employee
Seth impact on Marketing satisfaction
Madhava employee and Job within the
n satisfaction Satisfactio organization.
in an n H2: It is found
organizatio There is a through the
n significant study that
difference there is a
between moderately
the level positive
of Internal correlation
Marketing between
and Job internal
Satisfactio marketing
n and job
satisfaction
48 20 Dorothea Exploring The H1: There The results
23 Wahyu The objective is a of this study
Ariani Relationshi of this significant revealed that
p Of Job study was relationshi JS is a
Satisfaction to re- p between variable that
, examine job is not related
Organizatio the satisfactio to the other
nal Culture relationship n and three
(Oc), And between organizati variables and
Employee job onal does not

88
 Performanc satisfaction culture influence
e In Small , H2: There either IRP
Medium organizatio is a (in-role
Enterprise nal culture, significant performance)
and relationshi or ERP
employee p between (extra-role
performanc in-role performance)
e performan . This study
ce and found that JS
extra-role is related to
performan and
ce. influenced
by the
organizationa
l culture
(OC)
adopted.
49 20 Manisha Job The H1: 100 The result
20 Sharma satisfaction purpose of Factors of shows a
and this the mixed
employee research is workplace impact on
loyalty: a to find out environme job
study of the nt, satisfaction
working association training and
professiona between and employee
ls in Noida workplace developm loyalty by
environme ent, and using the
nt, training leadership three
and do not independent
developme impact factors
nt, employee
leadership, job
and job satisfactio
satisfaction n. H2:

89
, to find out Factors of
the the
association workplace
between environme
job nt,
satisfaction training
and and
employee developm
loyalty ent and
leadership
impact
employee
job
satisfactio
n. H3:
Factors of
the
workplace
environme
nt,
training
and
developm
ent, and
leadership
do not
impact
employee
loyalty.
H4:
Factors of
the
workplace
environme

90
 nt,
training
and
developm
ent and
leadership
impact
employee
loyalty.
H5:
Employee
job
satisfactio
n does not
impact
employee
loyalty.
H6:
Employee
job
satisfactio
n impact
employee
loyalty
50 20 Sefnedi, The effect This study H1: 115 The study's
23 Dwi Fitri of investigates Psycholog results found
Puspita, psychologic the impact ical that
Farah al of empower psychologica
Tiara empowerm employee ment has a l
ent and hr engagemen positive empowermen
practices on t as a and t had a
job mediation significant positive and
satisfaction: between effect on significant
the role of psychologi employee effect on

91
employee cal engageme employee
engagement empowerm nt. engagement,
as mediator ent, HR H2: and then
practices, Human employee
and job resource engagement
satisfaction practices also had a
have a positive and
positive significant
and impact on
significant job
effect on satisfaction
employee
engageme
nt
H3:
Psycholog
ical
empower
ment has a
positive
and
significant
effect on
job
satisfactio
n
H4:
Human
resource
practices
positively
and
significant
ly affect

92
job
satisfactio
n
H5:
Employee
involveme
nt has a
positive
effect on
job
satisfactio
n
H6:
Employee
engageme
nt
mediates
the
relationshi
p between
psycholog
ical
empower
ment and
job
satisfactio
n
and job
satisfactio
n

93
 CHAPTER: - 5
Research Methodology
5.1 Research objective:-

To identify the factors that contribute to employee job satisfaction at the company,
including work-life balance, career growth opportunities, employee benefits,
communication, grievances, safety, and overall work environment.

5.2 Research design:-

Descriptive research design is used for this research.

Sources of data:-

Primary data:-

Primary information collected directly from the respondents through a questionnaire

like a survey method

Data collection method:-

Questionnaire method used for the employee data collection for the purpose of the job
satisfaction.

Tools and techniques of analysis:

Data analysis through SPSS software.
Also, findings descriptive statistics, data visualization through charts and diagrams,
and inferential statistical tests, such as ANNOVA.

5.4 Sampling population:-

94
The population of study is 150 employees

Sample size:-

Sample size for this study 95.

Period of study:
The period of the study is 57 days.

Questionnaire:
The questionnaire is prepared in such a way that is correct the comprehensive
objectives of the study. Open-end, a multiple-choice questionnaire was adopted in this
research.

5.5 Measurement of variables: -

Work-Life Balance
Compensation
Job Satisfaction Career Development
Job Satisfaction
Relationships with Colleagues
Supervisor Support
Recognition and Rewards

95
 CHAPTER: - 6
Data Analysis

2) Age

Frequency Percent Valid Percent Cumulative

Percent

18-24 19 20.0 20.0 20.0

25-34 46 48.4 48.4 68.4

35-44 25 26.3 26.3 94.7

Valid
45-54 4 4.2 4.2 98.9

55 and above 1 1.1 1.1 100.0

Total 95 100.0 100.0

96
Interpretation:- Out of 45 respondents of the survey questionnaire age 25-34.
Remaining respondents fall under age groups 35-44 (25 respondent), 18-24(18
respondent), 45-54(4 respondent) and 55 and above age group respondent frequency
is 1.

2) Gender

Frequency Percent Valid Percent Cumulative

Percent

Female 29 30.5 30.5 30.5

Valid Male 66 69.5 69.5 100.0

Total 95 100.0 100.0

97
Interpretation:-
In the showing diagram that out 66(69.47%) respondents are male. Female ratio in
this study of frequency of female are 28( 30.53 % respondent).

3) Education
Frequency Percent Valid Cumulative
Percent Percent
Diploma 21 22.6 22.6 22.6
Graduate 27 29.0 29.0 51.6
H.S.C 10 10.8 10.8 62.4
Valid
I.T.I 15 16.1 16.1 78.5
Post Graduate 20 21.5 21.5 100.0
Total 93 100.0 100.0

98
Interpretation:-
Out of 27 respondents are graduate (29.03%) respondent. Diploma course people are
21(22.58) respondent. Study of H.S.C person are 10(10.75%).Study of I.T.I course
people are 15(16.13%). Remaining respondents are post graduate with
frequency(21.51%)

4) How Long have been you working at RMI?

Frequency Percent Valid Cumulative
Percent Percent
1-3 years 45 48.4 48.4 48.4
4-6 years 23 24.7 24.7 73.1
7-10 years 1 1.1 1.1 74.2
Valid
Less than 1 24 25.8 25.8 100.0
years
Total 93 100.0 100.0

99
Interpretation:-
Showing on the diagram that out of 45(48.4%) respondents are working in RMI 1-3
years .Working year in RMI 4-6 year respondent frequency is 23(24.7%). Working
year in RMI less than 1 year respondent frequency is 24(25.8%).

5) Are you satisfied with your current job?

Frequency Percent Valid Percent Cumulative

Percent

Strongly dissatisfied 3 3.2 3.2 3.2

Dissatisfied 2 2.1 2.1 5.3

Neutral 17 17.9 17.9 23.2

Valid
Satisfied 56 58.9 58.9 82.1

Strongly satisfied 17 17.9 17.9 100.0

Total 95 100.0 100.0

100
Interpretation:-
Showing in the chart that out of 56 employees are satisfied. Neutral and strongly
satisfied are equal frequency (17 respondents). Strongly dissatisfied are 3 and 2 of
dissatisfied with their current job role in RMI.

6) Your current profile are match with RMI job role?

Frequency Percent Valid Percent Cumulative

Percent

Maybe 3 3.2 3.2 3.2

No 1 1.1 1.1 4.2

Valid
Yes 91 95.8 95.8 100.0

Total 95 100.0 100.0

101
Interpretation:-
Out of 91 respondents are matched their profile with their current working role agree
with “YES”. Remaining people job role MAYBE not match with their current role
frequency are 2.

7) Do you feel valued and appreciated by your supervisor and colleagues?

Frequency Percent Valid Percent Cumulative

Percent

Always 27 28.4 28.4 28.4

Most of the time 23 24.2 24.2 52.6

Sometimes 32 33.7 33.7 86.3

Valid
Rarely 11 11.6 11.6 97.9

Never 2 2.1 2.1 100.0

Total 95 100.0 100.0

102
Interpretation:-
In the chart showing that most employees feel valued and appreciated by their
supervisor “sometimes” 32 with 33.7%. And “most of the time” 23 with 24.2%. When
other employees 27 with 28.4% of “always”.

8) Are you satisfied with the opportunities for professional development and growth in
your current role?

Frequency Percent Valid Percent Cumulative

Percent

Strongly dissatisfied 3 3.2 3.2 3.2

Dissatisfied 4 4.2 4.2 7.4

Neutral 23 24.2 24.2 31.6

Valid
Satisfied 47 49.5 49.5 81.1

Strongly satisfied 18 18.9 18.9 100.0

Total 95 100.0 100.0

103
Interpretation:-
In the chart showing that most of employees are “satisfied” 47(49.5% respondents)
with the opportunities for professional growth in RMI. Other 23 (24.2% respondent)
give “neutral” response to this.

9) Are you satisfied with the work-life balance provided by RMI?

Frequency Percent Valid Percent Cumulative

Percent

Strongly dissatisfied 2 2.1 2.1 2.1

Dissatisfied 3 3.2 3.2 5.3

Neutral 21 22.1 22.1 27.4

Valid
Satisfied 48 50.5 50.5 77.9

Strongly satisfied 21 22.1 22.1 100.0

Total 95 100.0 100.0

104
Interpretation:-
In the chart shows that employees mostly “satisfied” 48(50.5%) with work-life
balance in RMI. Others give equal response of “neutral” and “strongly satisfied”
21(22.1%).

10) How well does RMI communicate its goals strategies and changes to employees?

Frequency Percent Valid Percent Cumulative

Percent

Strongly dissatisfied 1 1.1 1.1 1.1

Dissatisfied 6 6.3 6.3 7.4

Neutral 12 12.6 12.6 20.0

Valid
Satisfied 55 57.9 57.9 77.9

Strongly satisfied 21 22.1 22.1 100.0

Total 95 100.0 100.0

105
Interpretation:-
In the chart is shows that employees are “satisfied” 55 (57.9%) with communication
with employees to change their goals and strategies. Other give 21 (22.1%) responses
of “strongly satisfied” with RMI communication.

11) Are you satisfied with the compensation and benefits package offered by Ravago?

Frequency Percent Valid Percent Cumulative

Percent

Strongly dissatisfied 3 3.2 3.2 3.2

Dissatisfied 5 5.3 5.3 8.4

Neutral 22 23.2 23.2 31.6

Valid
Satisfied 46 48.4 48.4 80.0

Strongly satisfied 19 20.0 20.0 100.0

Total 95 100.0 100.0

106
Interpretation:-
In the chart showing that most of employees are “satisfied” 46(48.4%) with the
compensation offered by RMI. Other give 22(23.2%) response of “neutral”
satisfaction of compensation.

12) How frequently do you receive feedback on your performance?

Frequency Percent Valid Percent Cumulative

Percent

Monthly 27 28.4 28.4 28.4

Quarterly 11 11.6 11.6 40.0

Valid Regularly (weekly or more) 32 33.7 33.7 73.7

Yearly 25 26.3 26.3 100.0

Total 95 100.0 100.0

107
Interpretation:-
In the chart is showing that “regularly or weekly or more” 32(33.7%) give frequently
receive feedback on their performance. Yearly give feedback 25(26.3%) responses.
Other give 27 (28.4%) response of “monthly” feedback.

13) Do you feel that your skills and abilities are utilized effectively in your current role?

Frequency Percent Valid Percent Cumulative

Percent

Strongly dissatisfied 1 1.1 1.1 1.1

Dissatisfied 9 9.5 9.5 10.5

Neutral 11 11.6 11.6 22.1

Valid
Satisfied 57 60.0 60.0 82.1

Strongly satisfied 17 17.9 17.9 100.0

Total 95 100.0 100.0

108
Interpretation:-
In the chart is showing that most of employees are “satisfied” 57(60%) are utilized
effectively their skills and abilities in RMI. Strongly satisfied 17(17.9%) employees
utilized effectively in their current role.

14) Are you satisfied with the decision-making by authority you have in
your job?

Frequency Percent Valid Percent Cumulative

Percent

Maybe 18 18.9 18.9 18.9

No 3 3.2 3.2 22.1

Valid
Yes 74 77.9 77.9 100.0

Total 95 100.0 100.0

109
Interpretation :-
In the chart is showing that most of employees are satisfied with the decision-making
by management agree to say ”YES” 74(77.9%). Other agree “MAYBE” 18(18.9%).

15) Are you satisfied with the recognition and rewards system in RMI?
Frequency Percent Valid Percent Cumulative
Percent

Strongly dissatisfied 3 3.2 3.2 3.2

Dissatisfied 1 1.1 1.1 4.2

Neutral 27 28.4 28.4 32.6

Valid
Satisfied 45 47.4 47.4 80.0

Strongly satisfied 19 20.0 20.0 100.0

Total 95 100.0 100.0

110
Interpretation:-
In the chart shows that most of employees are “satisfied” 45(47.4%) with the
recognition and reward given by RMI. Other give response “neutral” 27(28.4%).
Remaining employees give “strongly satisfied” 19 (20%) with the reward system.

16) How well does RMI recognize and address employee concerns or
grievances?

Frequency Percent Valid Percent Cumulative

Percent

Poorly 4 4.2 4.2 4.2

Fairly 5 5.3 5.3 9.5

Moderate 16 16.8 16.8 26.3

Valid
Well 43 45.3 45.3 71.6

Very well 27 28.4 28.4 100.0

Total 95 100.0 100.0

111
Interpretation:-
In the chart is shows that most of respondents recognize and address employees
grievances “well” 43(45.3%). Other very well 27(28.4%) satisfied with grievances.
Remaining agree with “moderate” 16(16.8%).

17) Are you satisfied with the overall leadership and management within RMI?
Frequency Percent Valid Percent Cumulative
Percent

Dissatisfied 2 2.1 2.1 2.1

Neutral 16 16.8 16.8 18.9

Valid Satisfied 59 62.1 62.1 81.1

Strongly satisfied 18 18.9 18.9 100.0

Total 95 100.0 100.0

112
Interpretation:-
In chart showing that most of respondents leadership and management “satisfied”
59(62.1%). Other give strongly satisfied 16(16.8%). Remaining give response
“neutral” 16 (16.8%)..

18) How well does RMI promote a healthy work-life balance?

Frequency Percent Valid Percent Cumulative

Percent

Fairly 8 8.4 8.4 8.4

Moderate 27 28.4 28.4 36.8

Valid Well 34 35.8 35.8 72.6

Very well 26 27.4 27.4 100.0

Total 95 100.0 100.0

113
Interpretation:-
In the chart showing that most of respondents promote healthy work-life balance
employee satisfied “well” 34 (35.8%). Other give “moderate” 27 (28.4%). Remaining
give response “very well” 26(27.4%).

19) Are you satisfied with the level of transparency and openness within RMI?

Frequency Percent Valid Percent Cumulative

Percent

Dissatisfied 7 7.4 7.4 7.4

Neutral 12 12.6 12.6 20.0

Valid Satisfied 50 52.6 52.6 72.6

Strongly satisfied 26 27.4 27.4 100.0

Total 95 100.0 100.0

114
Interpretation:-
In chart is shows that most of the employees are satisfied with 50 employees (52.2%)
with the level of transparency and openness. Other 26 employees (27.4%) are strongly
satisfied. Remaining employees 12 (12.6%) give neutral response.

Descriptive statistics
Statistics

Are you satisfied Do you feel Are you satisfied Are you satisfied How well does
with your current valued and with the with the work- RMI
job? appreciated by opportunities for life balance communicate
your supervisor professional provided by its goals
and colleagues? development and RMI? strategies and
growth in your changes to
current role? employees?

Valid 95 95 95 95 95
N Missin 0 0 0 0 0
g
Mean 3.86 2.35 3.77 3.87 3.94
Median 4.00 2.00 4.00 4.00 4.00
Mode 4 3 4 4 4
Std. Deviation .846 1.079 .916 .866 .836

115
 Statistics

Are you satisfied Do you feel that Are you satisfied How well does
with the your skills and with the RMI recognize
compensation and abilities are recognition and and address
benefits package utilized rewards system in employee
offered by effectively in your RMI? concerns or
Ravago? current role? grievances?

Valid 95 95 95 95
N
Missing 0 0 0 0
Mean 3.77 3.84 3.80 3.88
Median 4.00 4.00 4.00 4.00
Mode 4 4 4 4
Std. Deviation .939 .867 .882 1.020

116
Findings
Most of respondents in this analysis were employees age 25-34(46 respondents)
Most of respondents are 66 male (69.5%)
Most of respondents in this analysis graduated 27(29%).
Most of respondents in this analysis had 1-3 years experience 23(24.7%)
Most of respondents in this analysis employees 56(58.9%) are satisfied with their
current job.
Most of respondents in this analysis employees 91(95.8%) agree with matched their
profile.
Most of respondents in this analysis employees 32(33.7%) feel valued by their
supervisor.
Most of respondents in this analysis employees 47(49.5%) satisfied with
opportunities for professional growth and development.
Most of respondents in this analysis employees 48(50.5%) satisfied with the work-
life balance.
Most of respondents in this analysis employees 55(57.9%) satisfied with
communicate changes to employees.
Most of respondents in this analysis were employees 46(48.4%) satisfied with
compensation offered by ravago.
Most of respondents in this analysis were employees regularly receive feedback of
their performance 32(33.7%).
Most of respondents in this analysis employees 57(60%) are satisfied with skills
utilized effectively in their job role.
Most of respondents in this analysis were employees 74(77.9%) are agree with
decision-making by authority.
Most of respondents in this analysis employees 45(47.4%) are satisfied with
recognition and rewards systems in RMI.
Most of respondents in this analysis were employees 43(45.3%) are well recognize
and employees concerns or grievances.
Most of respondents satisfied with leadership and management “satisfied” 59(62.1%)

117
Most of respondents well recognize and address employees grievances “well”
43(45.3%) with RMI.
Most of the employees are satisfied with 50 employees (52.2%) with the level of
transparency and openness.

Limitations of the study

The study may have had a limited sample size, which could affect the generalization
of the findings to the entire employee population at Ravago Manufacturing India Pvt
Ltd.
The study relied on self-reported data from employees, which may introduce bias and
inaccuracies in their perceptions of job satisfaction. Some employees may have been
hesitant to express their true feelings due to fear of repercussions or social desirability
bias.
The measurement of job satisfaction may have been subjective, relying on employees
perceptions and interpretations.

Conclusion of the study

While the study provides insights into the perception of employees job satisfaction at
Ravago Manufacturing India Pvt Ltd, several limitations should be considered. These
include the limited sample size, reliance on self-reported data, limited scope,
subjectivity of measurement, and lack of a comparison group.
These limitations may affect the generalization of the findings and the accuracy of the
perceptions captured. Therefore, further research with a larger and more diverse
sample, objective measures of job satisfaction, consideration of external factors, and
cross-cultural comparisons is necessary to obtain a more comprehensive
understanding of employees job satisfaction at Ravago Manufacturing India Pvt Ltd.

SUGGESTION OF THIS STUDY

These include implementing flexible work arrangements to promote work-life
balance, providing training and development programs for career growth, enhancing
communication channels through regular feedback sessions and team-building
activities and providing necessary resources, and fostering a positive work

118
environment through employee recognition programs and promoting a healthy work
culture.

Recommendation The majority of employees at Ravago Manufacturing India Pvt

Ltd reported a moderate level of job satisfaction. While some employees expressed
high levels of satisfaction, others reported lower levels of satisfaction.

The study identified several factors that contribute to employee job satisfaction at the
company. These include work-life balance, career growth opportunities, employee
benefits, communication, safety, and overall work environment. Employees who
reported higher levels of satisfaction often cited these factors as being positive at the
company.

These include addressing work-life balance issues, providing more career growth
opportunities, enhancing communication channels, improving safety measures, and
creating a positive work environment.

119
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https://www.researchgate.net/publication/
368295721_The_Determinant_Factors_of_Employee_Job_Satisfaction
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https://www.ravago.com/

ANNEXURE
Questionnaire
1) Name

____________________

2) Age
18-24
25-34
35-44
45-54
55 and above

3) Gender
Male

124
 Female
Prefer not to say

4) Educational background
I.T.I
H.S.C
Diploma
Graduate
Post Graduate

5) How long have been you working at RMI?

Less than 1 year
1-3 years
4-6 years
7-10 years

6) Are you satisfied with your current job? (1-Strongly dissatisfied, 2-Dissatisfied, 3-
Neutral, 4-Satisfied, 5- Strongly satisfied)
1 2 3 4 5

7) Is Your current profile match the RMI job role?

Yes
No
Maybe

8) Do you feel valued and appreciated by your supervisor and colleagues? (1-Always,
2- most of the time, 3- sometimes, 4- rarely, 5- never)
1 2 3 4 5

9) Are you satisfied with the opportunities for professional development and growth
in your current role? (1-Strongly dissatisfied, 2-Dissatisfied, 3-Neutral, 4-Satisfied,
5- Strongly satisfied)
1 2 3 4 5

10) Are you satisfied with the work-life balance provided by RMI? (1-Strongly
dissatisfied, 2-Dissatisfied, 3-Neutral, 4-Satisfied, 5- Strongly satisfied)
1 2 3 4 5

125
11) How well does RMI communicate its goals, strategies, and changes to
employees? (1-Strongly dissatisfied, 2-Dissatisfied, 3-Neutral, 4-Satisfied,
5- Strongly satisfied)
1 2 3 4 5

12) Are you satisfied with the compensation and benefits package offered by
Ravago? (1-Strongly dissatisfied, 2-Dissatisfied, 3-Neutral, 4-Satisfied,
5- Strongly satisfied)
1 2 3 4 5

13) How frequently do you receive feedback on your performance?

Monthly
Quarterly
Regularly (weekly or more)
Yearly
14) Do you feel that your skills and abilities are utilized effectively in your current
role? (1-Strongly dissatisfied, 2-Dissatisfied, 3-Neutral, 4-Satisfied,
5- Strongly satisfied)
1 2 3 4 5

15) Are you satisfied with the decision-making by the authority you have in your job?
Yes
No
Maybe

16) Are you satisfied with the recognition and rewards system in RMI? (1-Strongly
dissatisfied, 2-Dissatisfied, 3-Neutral, 4-Satisfied, 5- Strongly satisfied)
1 2 3 4 5

17) How well does RMI recognize and address employee concerns or grievances? (1-
poorly, 2- fairly, 3- Moderate, 4- well, 5- very well)
1 2 3 4 5

126
18) Are you satisfied with the overall leadership and management within RMI? (1-
Strongly dissatisfied, 2-Dissatisfied, 3-Neutral, 4-Satisfied, 5- Strongly satisfied)
1 2 3 4 5

19) How well does RMI promote a healthy work-life balance? (1- poorly, 2- fairly, 3-
Moderate, 4- well, 5- very well)
1 2 3 4 5

20) Are you satisfied with the level of transparency and openness within RMI? (1-
Strongly dissatisfied, 2-Dissatisfied, 3-Neutral, 4-Satisfied, 5- Strongly satisfied)
1 2 3 4 5

21) Would you recommend RMI as a great place to work to others?

Yes
No
Maybe

127
128
129