Journal of Business Studies, Vol. XXXV, No.

1, April 2014

Job Facilities and Employee Satisfaction: Exploring the

Situation of Banking Institutions in Bangladesh

Mohammad Ariful Islam*

Tazrina Farah**

Abstract: Employee commitment towards the organization has been one of the most
critical issues in the business research arena. Research supports that Employee
commitment highly depends on the level of employee satisfaction. Overtime both
employers and researchers are trying to find out the reasons for employee
satisfaction. Employee satisfaction is a term that is more related to qualitative
aspect rather than quantitative. The factors influencing employee satisfaction are
many among which few variables are noticeable but others are not. This paper tries
to find out the relationship of some financial and non-financial variables with
employee satisfaction. It is based on practical interview with some of the mid and
high level banking officials who have expressed their opinion towards some
organizational factors. Based on their opinion and attitude towards the job a
relationship has been drawn to explore the determining factor of employee
satisfaction.

Keywords: Employee Satisfaction, Psychological Inconsistency, Coworker

Relationship, Work Environment, Job Security, Organizational Culture.

1. Introduction

Better performance of the organization depends on better employee psychology.

Employees have different attitudes towards their organization. Some people think that the
benefit they receive from the organization is quite enough and others think they deserve
more. This psychological inconsistency is common and depends on the employee’s
mental structure. Employee’s mental structure is a set-up that is formed over long period
of time. It is related with his/her family background, academic qualification, friend circle
that he/she maintains, the way he/she believes the life should be conducted.
Psychological diversification is a reality and a system of nature for destruction and re-
organization. In spite of such differences in opinion employees’ consensus regarding the
organizational benefit is considered to be more or less consistent. Employees form groups
within the organization. They share common view points towards organizational issue.

*
Assistant Professor, Department of Banking and Insurance, University of Dhaka
**
Lecturer, Department of Finance, University of Dhaka
106 Journal of Business Studies, Vol. XXXV, No. 1, April 2014

They share sufferings and happiness like family members. Employees react towards
different organizational incentives in their own way. They feel contented when they get
appreciation, handsome financial package, good environment, and sound organizational
culture. They are afraid of demotion, infringement action, financial penalty, rude attitude,
excessive work load, poor work environment, bad relationship with coworkers, and
immature termination from job. Study supports the fact that more or less individuals
show common traits in reply to some generalized action. So, people’s response is more or
less consistent even if the way of expression may be different in regions. For example
thumb-up is a sign of success in some culture but in others it is a sign of disgrace. But in
a restricted environment with some controlled criteria people react in the same way and
same manner. This is what is done in this case. Some employees have been chosen to
express their opinion to some easily identifiable variable. Based on their responses
different analytical tools have been used to find out some relationships among variables.
Ultimately this relationship will help to figure out the contributory variables that has a
strong influence on employee satisfaction.

2. Research Objective

An appropriate model has to be identified that can measure the employee satisfaction
with a reasonable degree of assurance. Identifying such a model can help the researcher
to spot out the causes and the employer to improve employee psychology. This is a
research based paper that tries to recognize the relationship between the influential
factors and employee satisfaction. The objective of the paper is to:
i. To determine the influential variables those will have substantial impact on
employee satisfaction level.
ii. To examine the relative influence of those financial and non-financial variables
on employee satisfaction.
iii. And to derive a best fit model for the purpose.

3. Review of the Literature

Job satisfaction of the employee is considered to be one of the prime requirements of an

established institute. It is indisputable fact that the future of organization depends upon
the satisfaction level of its workers. Unhappy staffs cause unexpected problems to their
particular businesses. A review of the literature on job satisfaction revealed that a number
of researcher and professionals have emphasized the importance of the factors affecting
job satisfaction. Job satisfaction engages different aspects such as satisfaction with pay,
promotion opportunities, fringe benefits, job security and the importance of the job
(Nquye et, al., 2003). Factors such as pay, work itself, relationships with coworkers,
Job Facilities and Employee Satisfaction: Exploring the Situation 107

supervision and opportunities for promotions tend to be significant for enhancing job
satisfaction (Opkara, 2002). Discrepancy may occur in the job satisfaction levels of
employees on the basis their income (Yasir & Fawad, 2009). It is reported that workers
who have comparatively lower earnings are less satisfied with their job than the others.
As per the research conducted by Friedlander and Margulies (1969), it was discovered
that management & friendly staff relationships contribute positively to the level of job
satisfaction. However, this result contradicts with view of Herzberg (1966) who
supported the view that supervision has nothing to do to with the level of job satisfaction.

According to Frame (2004) work conditions which make the job favorable are defined as
an employee’s work place, work instruments, the work itself, organization policy, and
organizational rules. Arnold and Feldman (1996), recognized factors such as temperature,
lighting, ventilation, hygiene, noise, working hours, and resources as part of good
working conditions. According to Stephen P Robbins finding outline of satisfaction
regarding different job components is a sophisticated approach of measuring Job
satisfaction and the five key elements are: nature of the work, supervision, present pay,
promotion opportunities and relation with coworkers. John W. Islam (1999) chocked out
that in Bangladesh, the level of Job satisfaction of Government employees is higher than
that of private employees and male employees are more satisfied than women. However,
most of the studies identified the relationship between job-related factors and Job
satisfaction. Kaleque and Rahman (1987) carried out a research on Job satisfaction of
Bangladeshi industrial employees about influence of some job aspects including job
content, coworkers, supervision, wage promotion, work environment and
communication. They deduced that job facets can be source of satisfaction as well as
dissatisfaction. Overall Job satisfaction of industrial workers is determined by the job
features as well as personal life and the extent of satisfaction depends upon the perceived
importance of the job facets. Alam (2003) conducted a study on the employee satisfaction
of female workers in different garment factories in Dhaka city and concluded the level of
satisfaction is positively correlated with level of wages they get. Ziaul, Anwar and Nazrul
(2005) in their study on comparative Job satisfaction of senior male and female
executives in Bangladesh, argued that there are immaterial distinction between male and
female executives regarding satisfaction in different facets of job. Rahman, Gurung and
Saha (2008) found out that factors including payment, healthy relationship with
colleagues, sense of personal accomplishment, adequate information available to do job,
ability to implement new ideas and overall job satisfaction are important for improving
job satisfaction of bank employees in Dhaka City . Irshad (2010) stated that the sectoral
differences in terms of salary, promotion, job security, recognition and benefits play a
significant role in influencing one’s perception of job satisfaction. The track of all these
studies on job satisfaction tends to be consistent to the self-reporting state of individual
and is very much related to the job itself and one’s experience in the job.
108 Journal of Business Studies, Vol. XXXV, No. 1, April 2014

4. Methodology
The particular model used in the study consists of two types of variables. One is
independent variable and the other one is dependent variable. The independent variable is
divided into two parts: (I) Financial variable (II) Non-financial variable. The dependent
variable is the employee satisfaction analysis of which is the ultimate objective of this
paper.
4.1 Data and Sample
To collect data for this study, a random sample of 55 employees were selected from the
population of all bank employees in Bangladesh. Before providing with questionnaire,
instruction was given to get accurate and sincere response from the interviewee. Among
55 interviewees, 47 responses are considered for analysis due to its completeness and
consistency. Consistency has been ensured through a process of cross checking. The
summary of data has been shown in the following:
Total respondent: 55 persons, Male: 35, Female: 20.
Response accepted: 47 persons, Male: 30, Female: 17.
Academic Background: Graduation (Master’s and above).
Age: 30 and above.
Sector Served: Banking Industry.
Position Hold: Mid Level Management.
4.2 Research Instrument
Financial variables include: Salary, Performance Bonus, Transportation Allowance,
Medical and Rent Allowance. Non-financial variables include: Work Environment,
Relationship with Coworkers, Flexibility, Job Security and Opportunity for Future
Development. Employee psychology variable includes: Employee Satisfaction.
4.3 Instrument Validity and Reliability
4.3.1 Instrument Validity
The content validity of the questionnaire was determined by a panel of experts in the
fields of Job Satisfaction and Employee Motivation.
4.3.2 Instrument Reliability
The dependence of the instrument has been increased through direct supervision as well
as by introducing a process of cross checking.
Job Facilities and Employee Satisfaction: Exploring the Situation 109

4.4 Defining Variables

4.4.1 Dependent Variable

Employee Satisfaction: This term describes how content an individual is with his or her
job. It is a broader term that depends on different tangible and intangible factors.
Researchers assume that satisfied workers are the best performers in the organization.
Variable denoted by the symbol ES.

4.4.2 Independent Variables

Work Environment: One of the important aspects of job is the work environment. It has a
direct bearing on the mind of an employee. Workers like to work in an organized
environment that is nicely maintained and well decorated. Variable denoted by the
symbol WE.

Coworker Relationship: Good relationship among colleagues is an important factor in

determining the employee satisfaction towards his/her job. A working environment with a
very good coherence among the coworkers is necessary for effective discharge of
responsibility. Variable denoted by the symbol CR.

Job Flexibility: It is an option desired by employees in each level of the hierarchy. They
want flexible work hours, emergency and weekend holidays, and online office facilities.
Flexibility gives them a sense of mental strength that is very much important for job
performance. Variable denoted by the symbol JF.

Salary: Salary is the basic requirement of each and every job. In many cases the standard
of living directly depends on the salary level of an employee. Salary is applied both for
savings and consumption. Beside current consumption, salary has a greater impact on the
future consumption of the employee. Variable denoted by the symbol SA.

Performance Bonus: Monetary benefit related with the performance of the employee. In
banking institutions this benefit greatly depends on the profit level of the company.
Higher profit increases the probability of receiving larger performance bonus. It is
assumed that the employee productivity greatly depends on this type of bonus. Variable
denoted by the symbol PB.

Travel Allowance: A financial benefit offered to the employee for the purpose of
covering travel expenses. In almost all cases it is calculated as a certain percentage of the
salary. This package helps employees to get a good transportation facility. Variable
denoted by the symbol TA.
110 Journal of Business Studies, Vol. XXXV, No. 1, April 2014

Medical Allowance: A financial benefit offered to the employee for the purpose of
covering medical expenses. In almost all cases it is calculated as a certain percentage of
the salary. This package helps employees to get a good medical facility. Variable denoted
by the symbol MA.

Rent Allowance: A financial benefit offered to the employee for the purpose of covering
rental expenses. Housing is a major issue in almost all cities of Bangladesh. Employee
satisfaction could be increased by providing a good package for housing. This package
helps employees to get a good housing facility. Variable denoted by the symbol RA.

Job Security: It means the probability of not being terminated from the job. Job security
is factor of mental stability. It gives a sense of long term relationship from the side of the
employer and thus creates continuous relationship with the employee. Variable denoted
by the symbol JS.

Future Development: It refers to the opportunity for future growth and career
development. It may include education, learning, promotion, or higher delegation or
responsibility. Employees feel a sense of accomplishment when they get the opportunity
for growth and development. Variable denoted by the symbol FD.

Table # 1: Variables Notations

SL Variable Applied
# Nature of variable
Symbol
01 Employee Satisfaction ES Dependent
02 Work Environment WE Independent Non-Financial
03 Coworker Relationship CR Independent Non-Financial
04 Job Flexibility JF Independent Non-Financial
05 Salary SA Independent Financial
06 Performance Bonus PB Independent Financial
07 Travel Allowance TA Independent Financial
08 Medical Allowance MA Independent Financial
09 Rent Allowance RA Independent Financial
10 Job Security JS Independent Non-Financial
11 Future Development FD Independent Non-Financial

As shown in Table 1 Employee Satisfaction is the dependent variable. And there are ten
different independent variables that will help to explain the dependent variable. The table
also shows the variable notations and the nature of the variables. The expected sign of
each and every variable is positive. Because the dependent variable (employee
Job Facilities and Employee Satisfaction: Exploring the Situation 111

satisfaction) is optimistically influenced by each of the independent factors identified in

the model. The assumption is that the presence of each or any of the independent variable
will assist to enhance the level of employee contentment and vice versa.

5. Empirical Study and Results

The first phase of the discussion has been done to identify the relationship between the
dependent and independent variables. This objective has been easily served by using the
correlation analysis. This analysis will show the nature of relationship between the
dependent and each independent variable separately. The expected signs of all of the
independent variables are positive. It means that we assume that the relationship between
employee satisfaction and any other independent variables is positive. This assumption is
quite justifiable because employees should be more satisfied with greater corporate
facilities. From the correlation analysis we get different coefficients for different
independent variables. The coefficient also provides indication towards the strength of
relationship among the variables.

The relationship between the employee satisfaction and other variables has been depicted
in the following table.

Table # 2: Correlation Coefficients: Dependent and Independent Variable

Variables ES Significance at .01 level (2-tailed)
WE 0.58 Significant
CR 0.674 Significant
JF -0.115 Not Significant
SA 0.252 Not Significant
PB 0.049 Not Significant
TA 0.018 Not Significant
MA 0.017 Not Significant
RA 0.053 Not Significant
JS 0.746 Significant
FD 0.257 Not Significant

Table 2 shows the correlation coefficients between the employee satisfaction and each of
the independent variables. The nature of the relationship is positive in every respect as
expected except for the, independent variable, Job Flexibility (Jf). It suggests that people
are more inclined to the job that is more disciplined, scheduled, and structured.
112 Journal of Business Studies, Vol. XXXV, No. 1, April 2014

Correlation analysis, as done through SPSS, also suggests that three variables have
significant relationship with the dependent variable employee satisfaction. These
variables are Working Environment (WE), Coworker Relationship (CR), and Job Security
(JS). These variables are, in fact, very influencing both conceptually and as suggested by
correlation coefficients. These will work as a primary guideline to build a stronger model
for predicting employee satisfaction.

Some Observations:

Table # 3: Correlation Coefficients: Independent Variables

Correlation Significance at .01
Variables Significance level
Coefficient level (2-tailed)
WE and CR .207 .162 Not Significant

WE and PB .302 .039 Not Significant

SA and PB .393 .006 Significant

CR and MA .204 .169 Not Significant

JF and MA .243 .100 Not Significant

JF and RA -.205 .166 Not Significant

JS and WE .470 .001 Significant

JS and CR .511 .000 Significant

WE and FD .260 .077 Not Significant

JF and FD .226 .127 Not Significant

FD and MA .348 .016 Not Significant

JS and FD .278 .058 Not Significant

Table 3 shows the correlation between different independent variables. First of all salary
and performance bonus has a significant relationship. It is expected that as the financial
performance of the organization increases, it triggers good salary and performance bonus.
Again there is a strong relationship between job security and working environment. It
suggests that highly secured jobs tend to provide a very good working environment.
Lastly, job security and coworker relationship is highly correlated. It provides a natural
explanation that a secured job ensures a very good relationship among the employees and
thus creates a very good working environment.
Job Facilities and Employee Satisfaction: Exploring the Situation 113

Drawing a Relationship

Based on the correlation analysis several influential variables have been selected to be
included in the employee satisfaction model. The finally selected variables are work
environment, coworker relationship, salary, job security, and future development.
Although not all of these variables are significant at .01 level, all of them have a
confidence level of 90% or above.

Table # 4: Final Variable Selection

Variables Included Symbol Nature of Correlation Confidence

Variable Coefficient (ES) Level
Employee Satisfaction ES Dependent 1.00 ----
Work Environment WE Independent 0.580 99.99%
Coworker Relationship CR Independent 0.674 99.99%
Salary SA Independent 0.252 91.30%
Job Security JS Independent 0.746 99.99%
Future Development FD Independent 0.257 91.90%

Table 4 indicates the five independent variables that have been included in the final
model. The hypothesis is that the independent variables will be sufficient enough to
explain the variation in the dependent variable with a reasonable level of accuracy. This
simple model can be used to determine the level of employee satisfaction in any
organization that reflects the parameters of the situation under analysis.

Summary of the Employed Model

Table # 5: Model Strength

Regression Model ANOVA

R R Square F Significance Level
.885 .783 29.64 .000

Table 5 indicates the overall strength of the model. The coefficient of multiple correlation
R is 0.885. It shows a very high degree of positive relationship among the variables. The
explanatory power of the model is quite reasonable as indicated by the coefficient of
multiple determination. Around 78.3% of the variation of employee satisfaction can be
explained by the combined variation in the five independent variables that have been
114 Journal of Business Studies, Vol. XXXV, No. 1, April 2014

included in the model. The overall strength of the model is quite good. The F test value is
29.64 and is significant at the .001 level.

Table # 6: Regression Coefficients

Un-standardized Standardized Significance

Variables
Coefficient (β) Coefficient (β) Level
Constant -1.893 ---- .001
Work Environment .420 .327 .001
Coworker Relationship .428 .417 .000
Salary .284 .189 .015
Job Security .445 .353 .001
Future Development .005 .004 .964

Table 6 shows the regression coefficients of independent variables. Almost all of the
variables have a very good influence on the dependent variable. Three variables work
environment, coworker relationship, and job security are significant at the .001 level.
Salary is significant at the .015 level. But the variable future development is not that
much significant, as suggested by the model. The standardized coefficient beta (β)
indicates the relative importance of the independent variables. It shows that coworker
relationship and job security has the highest influencing power. Based on influencing
power the independent variables can be ranked in the following table:

Table # 7: Relative Influencing Power of Independent Variables

Order Independent Variable Nature

1st Coworker Relationship Non-Financial
2nd Job Security Non-Financial
3rd Work Environment Non-Financial
4th Salary Financial
5th Future Development Non-Financial

Table 7 indicates the relative importance of all independent variables. It summarizes one
of the most important findings. Non financial variables rather than the financial variables
have greater influencing power on the dependent variable.
Job Facilities and Employee Satisfaction: Exploring the Situation 115

Based on the parameters and findings, the model can be depicted in the following
expression:

Es = -1.893 + .420 WE + .428 CR + .284 SA + .445 JS + .005 FD (1)

Table # 8: Correlation Matrix

Variables FD SA CR WE JS

FD 1.000 -.071 .010 -.157 -.155

SA -.071 1.000 .033 .085 -.135

CR .010 .033 1.000 .044 -.474

WE -.157 .085 .044 1.000 -.403

JS -.155 -.135 -.474 -.403 1.000

Table 8 shows the correlation matrix of all independent variables. The correlation
coefficient is not significant at all between any pair of independent variables. So, there is
no problem of multicollinearity. No variable is needed to be excluded from the model.
The five-variable model is a perfect match for predicting employee satisfaction.

Conclusion

Employee satisfaction can be proved to be a very significant element to pick up service

quality and increase employee’s stay in a particular organization. In this circumstance,
policy makers and managers have turned their concentration to afford different type of
facilities in order to satisfy their employees. This paper investigates factors affecting job
satisfaction for banking industry in Bangladesh. The results suggest that the selected
variable adequately elucidated job satisfaction and that the policy makers and managers
should focus on the factors that affect employee job satisfaction, if they desire to augment
their businesses. Employees are pleased if they receive good financial benefit; enjoy
excellent working environment, and have a good relationship with coworkers. Not all of
the needs of the employee are financial. Rather the analysis suggests non financial
variables exert greater control over employee satisfaction. It has been mentioned earlier
employee satisfaction is a factor which is closely related with psychology of the workers.
So, the finding is consistent with the fact that the satisfaction level will not only be
persuaded by the financial variables, somewhat it will be influenced by the non-financial
116 Journal of Business Studies, Vol. XXXV, No. 1, April 2014

aspects as well. This is one of the important finding of the analysis, which indicates a
very strong relationship between the non-financial variable and the level of employee
satisfaction. This discovery indicates that greater emphasis should be given towards work
environment, coworker relationship, and job security in order to boost up the level of
employee satisfaction.

References:
[1] Alam, S. M. Ikhtiar (2003). Job Satisfaction: A case Study of Female Workers in Different
Garment Factories in Dhaka City. (Mimeo Presented to Faculty of Social Science,
Jahangirnagar University, Savar, Dhaka.
[2] Arnolds, C.A., & Boshoff, C. (2001). The challenge of motivating top management: A need
satisfaction perspective [Electronic version]. Journal of Industrial Psychology, 27(1), 39-42.
[3] Islam, Nazrul (1999a). Job Stress and Job Satisfaction of Male and Female Employees
Under Male and Female Supervisors. Bangladesh Psychological Studies, Vol. 9. PP 59-70
[4] Islam, Nazrul (1999b). Job Satisfaction of Government and NGO Employees of Dhaka City.
Bangladesh Psychological Studies, Vol. 23, PP 19-26.
[5] Khaleque, A. and Rahman, M. A., (1987). Perceived Importance of of Job Facets and
Overall Job Satisfaction of Industrial Workers. Human Relations, Vol. 40, Issue 7, PP 401-
416, New York.
[6] F. Friedlander, and N. Margulies (1969) Multiple Impacts of Organization Climate and
Individual Values System upon Job Satisfaction, Personnel Psychology. 22, pp. 177-183.
[7] F. Herzberg (1966) Work and the Nature of Man. Staple Press. London.
[8] Opkara, J. O. (2002). “The impact of salary differential on managerial job satisfaction: A
study of the gender gap and its implications for management education and practice in a
developing economy. The journal of Business in Developing Nations, 65-92.
[9] Oshagbemi, T. (1996). “Job satisfaction of UK academics”, Employee Relations, Vol. 22,
No.1, pp. 88-106.
[10] Selvaraj, M. (2009). “Total quality management in Indian commercial banks: A comparative
study”, Journal of Marketing and Communication, 4(3), 59–70
[11] Yasir, K., and Fawad, H., (2009). “Pay and Job Satisfaction: A Comparative Analysis of
Different Pakistani Commercial Banks”. Munich Personal RePEc Archive, paper No.
16059.pp. 1-20.
Job Facilities and Employee Satisfaction: Exploring the Situation 117

Appendix
A study on Employee Satisfaction
By Mr. Mohammad Ariful Islam/Tazrina Farah
Lecturer
Department of Banking and Insurance/Department of Finance, University of Dhaka.
Purpose: This is a research based on employee psychology and motivation. High confidentiality of the
information will be maintained. And be sure this is meant for academic purpose but not for any other use.
Instruction: Please provide relevant information to the best of your knowledge.
Name (You may use anonymous name):
Institution Serve:
Age:

A. Tell me something about your job (One sentence only):

B. Please Tick Mark to the following options:

1. My work environment is (Please tick mark):

 Excellent  Very Good Good  Not So Good  Prefer Not To Say

2. My relationship with Co-workers (Please tick mark):

 Excellent  Very Good Good  Not So Good  Prefer Not To Say

3. In terms of a flexible one work hour, leave, online involvement my job is (Please tick mark):
 Very Flexible  Flexible  Flexible to some extent  Rigid  Extremely Rigid

4. I am satisfied with my salary (Please tick mark):

 Strongly Agree  Agree  Neutral  Disagree  Strongly Disagree

5. I get enough performance Bonus each year (Please tick mark):

 Strongly Agree  Agree  Neutral  Disagree  Strongly Disagree

6. I like the Transportation facility of the company (Please tick mark):

 Strongly Agree  Agree  Neutral  Disagree  Strongly Disagree

7. The company offers a very good Medical Package (Please tick mark):
 Strongly Agree  Agree  Neutral  Disagree  Strongly Disagree

8. I get a handsome monthly Rental Allowance (Please tick mark):

 Strongly Agree  Agree  Neutral  Disagree  Strongly Disagree

9. I think that my job is (Please tick mark):

 Highly Secure  Secure  Neutral  Insecure  Highly Insecure

10. In This job, My future prospect is (Please tick mark):

 Very Clear  Clear  Don’t know  Unclear  Highly Unclear

11. Regarding my job, I will say that it is (Please tick mark):

 Excellent  Very Good  Good  Not So Good  Prefer Not To Say

Vote of Thanks: I appreciate your participation in the data collection procedure and also thanks for your
valuable time and effort.
118 Journal of Business Studies, Vol. XXXV, No. 1, April 2014

Respondents’ Reply
Total Interviewed: 55(Male-35, Female-20)
Complete Response: 47 (Male-30, Female-17)
Full Reply: 85.5%, Partial Reply: 14.5%
Env Rela Flex Sala Bonu Tra Med Ren Sec Dev
SL # Q-1 Q-2 Q-3 Q-4 Q-5 Q-6 Q-7 Q-8 Q-9 Q-10 Q-11
001 3 4 2 3 2 3 2 2 4 3 4
002 3 4 2 2 2 2 3 3 3 3 3
003 3 3 2 3 3 3 3 4 2 3 2
004 2 3 3 3 2 2 3 3 2 3 2
005 3 3 3 4 3 2 3 2 2 3 2
006 2 4 2 3 2 2 3 3 3 3 3
007 3 4 2 4 2 2 3 2 4 3 4
008 4 4 2 3 3 2 2 3 4 3 5
009 2 4 3 3 2 2 3 2 3 2 3
010 3 4 2 3 3 2 3 2 3 3 3
011 2 3 2 3 2 2 3 3 2 3 2
012 3 3 2 3 2 2 3 3 3 3 3
013 3 2 3 3 3 3 3 3 2 4 2
014 2 2 2 3 2 2 2 2 2 3 2
015 3 3 2 3 3 3 3 2 3 3 2
016 4 4 2 3 3 2 2 2 4 3 4
017 3 2 3 3 3 2 3 2 3 3 3
018 2 4 3 3 2 2 3 2 3 3 3
019 4 3 3 2 2 2 3 2 3 4 3
020 3 1 3 3 3 2 3 2 3 3 2
021 3 2 3 3 2 2 2 3 3 3 2
022 4 4 3 4 2 2 3 3 4 4 5
023 3 2 3 2 2 2 2 2 2 2 2
024 4 4 2 3 3 3 3 3 4 3 4
025 3 3 3 2 2 3 3 2 3 4 3
026 3 3 3 3 3 3 2 2 4 3 3
027 3 2 3 3 2 3 2 2 2 3 2
028 3 4 3 3 3 2 3 2 3 3 3
029 3 3 3 2 2 2 2 2 3 2 2
030 4 4 3 3 2 2 3 3 3 3 4
031 3 3 2 3 2 2 2 2 2 2 3
032 2 2 2 3 2 2 2 2 2 2 2
033 3 3 2 2 2 2 3 2 2 2 2
034 4 2 2 3 3 2 3 2 3 2 3
035 3 3 3 3 2 3 2 2 3 2 3
036 2 3 3 4 3 2 3 2 3 3 3
037 3 4 2 3 3 2 2 3 3 3 3
038 3 3 3 3 3 2 2 2 4 3 3
039 3 4 2 3 2 2 2 2 3 2 3
040 2 2 2 4 3 2 2 3 2 2 2
041 4 3 2 3 3 2 2 2 3 3 3
042 3 3 3 3 3 2 3 2 3 3 2
043 4 4 3 4 3 2 3 2 3 3 4
044 3 3 2 3 3 2 2 3 3 3 3
045 3 2 2 4 3 2 2 2 3 3 2
046 4 3 2 4 3 3 2 2 3 3 4
047 3 3 2 3 2 2 2 2 3 3 3
Job Facilities and Employee Satisfaction: Exploring the Situation 119

Coefficient Correlationsa

Model Dev Sala Rela Env Sec

1 Correlations Dev 1.000 -.071 .010 -.157 -.155

Sala -.071 1.000 .033 .085 -.135

Rela .010 .033 1.000 .044 -.474

Env -.157 .085 .044 1.000 -.403

Sec -.155 -.135 -.474 -.403 1.000

Covariances Dev .014 .000 .000 -.002 -.002

Sala .000 .012 .000 .001 -.002

Rela .000 .000 .008 .000 -.005

Env -.002 .001 .000 .012 -.005

Sec -.002 -.002 -.005 -.005 .015

a. Dependent Variable: STFN

120 Journal of Business Studies, Vol. XXXV, No. 1, April 2014

Correlations
STFN Env Rela Flex Sala Bonu Tra Med Ren Sec Dev
** ** **
STFN Pearson Correlation 1 .580 .674 -.115 .252 .049 .018 .017 .053 .746 .257
Sig. (2-tailed) .000 .000 .443 .087 .744 .906 .911 .725 .000 .081
N 47 47 47 47 47 47 47 47 47 47 47
** * **
Env Pearson Correlation .580 1 .207 -.031 -.003 .302 .146 -.037 -.022 .470 .260
Sig. (2-tailed) .000 .162 .834 .986 .039 .327 .804 .883 .001 .077
N 47 47 47 47 47 47 47 47 47 47 47
** **
Rela Pearson Correlation .674 .207 1 -.154 .041 -.105 -.056 .204 .137 .511 .127
Sig. (2-tailed) .000 .162 .301 .785 .483 .710 .169 .359 .000 .396
N 47 47 47 47 47 47 47 47 47 47 47
Flex Pearson Correlation -.115 -.031 -.154 1 -.073 -.065 .033 .243 -.205 -.008 .226
Sig. (2-tailed) .443 .834 .301 .624 .663 .824 .100 .166 .955 .127
N 47 47 47 47 47 47 47 47 47 47 47
**
Sala Pearson Correlation .252 -.003 .041 -.073 1 .393 -.041 -.008 .024 .131 .093
Sig. (2-tailed) .087 .986 .785 .624 .006 .786 .955 .872 .379 .536
N 47 47 47 47 47 47 47 47 47 47 47
Bonu Pearson Correlation .049 .302* -.105 -.065 .393** 1 .115 .024 .014 .195 .155
Sig. (2-tailed) .744 .039 .483 .663 .006 .441 .874 .925 .190 .297
N 47 47 47 47 47 47 47 47 47 47 47
Tra Pearson Correlation .018 .146 -.056 .033 -.041 .115 1 -.056 .060 .068 .223
Sig. (2-tailed) .906 .327 .710 .824 .786 .441 .710 .689 .648 .132
N 47 47 47 47 47 47 47 47 47 47 47
Med Pearson Correlation .017 -.037 .204 .243 -.008 .024 -.056 1 .178 -.052 .348*
Sig. (2-tailed) .911 .804 .169 .100 .955 .874 .710 .231 .728 .016
N 47 47 47 47 47 47 47 47 47 47 47
Ren Pearson Correlation .053 -.022 .137 -.205 .024 .014 .060 .178 1 -.104 .236
Sig. (2-tailed) .725 .883 .359 .166 .872 .925 .689 .231 .485 .110
N 47 47 47 47 47 47 47 47 47 47 47
** ** **
Sec Pearson Correlation .746 .470 .511 -.008 .131 .195 .068 -.052 -.104 1 .278
Sig. (2-tailed) .000 .001 .000 .955 .379 .190 .648 .728 .485 .058
N 47 47 47 47 47 47 47 47 47 47 47
*
Dev Pearson Correlation .257 .260 .127 .226 .093 .155 .223 .348 .236 .278 1
Sig. (2-tailed) .081 .077 .396 .127 .536 .297 .132 .016 .110 .058
N 47 47 47 47 47 47 47 47 47 47 47
Job Facilities and Employee Satisfaction: Exploring the Situation 121

Correlations
STFN Env Rela Flex Sala Bonu Tra Med Ren Sec Dev
** ** **
STFN Pearson Correlation 1 .580 .674 -.115 .252 .049 .018 .017 .053 .746 .257
Sig. (2-tailed) .000 .000 .443 .087 .744 .906 .911 .725 .000 .081
N 47 47 47 47 47 47 47 47 47 47 47
** * **
Env Pearson Correlation .580 1 .207 -.031 -.003 .302 .146 -.037 -.022 .470 .260
Sig. (2-tailed) .000 .162 .834 .986 .039 .327 .804 .883 .001 .077
N 47 47 47 47 47 47 47 47 47 47 47
** **
Rela Pearson Correlation .674 .207 1 -.154 .041 -.105 -.056 .204 .137 .511 .127
Sig. (2-tailed) .000 .162 .301 .785 .483 .710 .169 .359 .000 .396
N 47 47 47 47 47 47 47 47 47 47 47
Flex Pearson Correlation -.115 -.031 -.154 1 -.073 -.065 .033 .243 -.205 -.008 .226
Sig. (2-tailed) .443 .834 .301 .624 .663 .824 .100 .166 .955 .127
N 47 47 47 47 47 47 47 47 47 47 47
**
Sala Pearson Correlation .252 -.003 .041 -.073 1 .393 -.041 -.008 .024 .131 .093
Sig. (2-tailed) .087 .986 .785 .624 .006 .786 .955 .872 .379 .536
N 47 47 47 47 47 47 47 47 47 47 47
Bonu Pearson Correlation .049 .302* -.105 -.065 .393** 1 .115 .024 .014 .195 .155
Sig. (2-tailed) .744 .039 .483 .663 .006 .441 .874 .925 .190 .297
N 47 47 47 47 47 47 47 47 47 47 47
Tra Pearson Correlation .018 .146 -.056 .033 -.041 .115 1 -.056 .060 .068 .223
Sig. (2-tailed) .906 .327 .710 .824 .786 .441 .710 .689 .648 .132
N 47 47 47 47 47 47 47 47 47 47 47
Med Pearson Correlation .017 -.037 .204 .243 -.008 .024 -.056 1 .178 -.052 .348*
Sig. (2-tailed) .911 .804 .169 .100 .955 .874 .710 .231 .728 .016
N 47 47 47 47 47 47 47 47 47 47 47
Ren Pearson Correlation .053 -.022 .137 -.205 .024 .014 .060 .178 1 -.104 .236
Sig. (2-tailed) .725 .883 .359 .166 .872 .925 .689 .231 .485 .110
N 47 47 47 47 47 47 47 47 47 47 47
** ** **
Sec Pearson Correlation .746 .470 .511 -.008 .131 .195 .068 -.052 -.104 1 .278
Sig. (2-tailed) .000 .001 .000 .955 .379 .190 .648 .728 .485 .058
N 47 47 47 47 47 47 47 47 47 47 47
*
Dev Pearson Correlation .257 .260 .127 .226 .093 .155 .223 .348 .236 .278 1
Sig. (2-tailed) .081 .077 .396 .127 .536 .297 .132 .016 .110 .058
N 47 47 47 47 47 47 47 47 47 47 47

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

122 Journal of Business Studies, Vol. XXXV, No. 1, April 2014

Correlations
STFN Env Rela Flex Sala Bonu Tra Med Ren Sec Dev
** ** **
STFN Pearson Correlation 1 .580 .674 -.115 .252 .049 .018 .017 .053 .746 .257
Sig. (2-tailed) .000 .000 .443 .087 .744 .906 .911 .725 .000 .081
N 47 47 47 47 47 47 47 47 47 47 47
** * **
Env Pearson Correlation .580 1 .207 -.031 -.003 .302 .146 -.037 -.022 .470 .260
Sig. (2-tailed) .000 .162 .834 .986 .039 .327 .804 .883 .001 .077
N 47 47 47 47 47 47 47 47 47 47 47
** **
Rela Pearson Correlation .674 .207 1 -.154 .041 -.105 -.056 .204 .137 .511 .127
Sig. (2-tailed) .000 .162 .301 .785 .483 .710 .169 .359 .000 .396
N 47 47 47 47 47 47 47 47 47 47 47
Flex Pearson Correlation -.115 -.031 -.154 1 -.073 -.065 .033 .243 -.205 -.008 .226
Sig. (2-tailed) .443 .834 .301 .624 .663 .824 .100 .166 .955 .127
N 47 47 47 47 47 47 47 47 47 47 47
**
Sala Pearson Correlation .252 -.003 .041 -.073 1 .393 -.041 -.008 .024 .131 .093
Sig. (2-tailed) .087 .986 .785 .624 .006 .786 .955 .872 .379 .536
N 47 47 47 47 47 47 47 47 47 47 47
Bonu Pearson Correlation .049 .302* -.105 -.065 .393** 1 .115 .024 .014 .195 .155
Sig. (2-tailed) .744 .039 .483 .663 .006 .441 .874 .925 .190 .297
N 47 47 47 47 47 47 47 47 47 47 47
Tra Pearson Correlation .018 .146 -.056 .033 -.041 .115 1 -.056 .060 .068 .223
Sig. (2-tailed) .906 .327 .710 .824 .786 .441 .710 .689 .648 .132
N 47 47 47 47 47 47 47 47 47 47 47
Med Pearson Correlation .017 -.037 .204 .243 -.008 .024 -.056 1 .178 -.052 .348*
Sig. (2-tailed) .911 .804 .169 .100 .955 .874 .710 .231 .728 .016
N 47 47 47 47 47 47 47 47 47 47 47
Ren Pearson Correlation .053 -.022 .137 -.205 .024 .014 .060 .178 1 -.104 .236
Sig. (2-tailed) .725 .883 .359 .166 .872 .925 .689 .231 .485 .110
N 47 47 47 47 47 47 47 47 47 47 47
** ** **
Sec Pearson Correlation .746 .470 .511 -.008 .131 .195 .068 -.052 -.104 1 .278
Sig. (2-tailed) .000 .001 .000 .955 .379 .190 .648 .728 .485 .058
N 47 47 47 47 47 47 47 47 47 47 47
*
Dev Pearson Correlation .257 .260 .127 .226 .093 .155 .223 .348 .236 .278 1
Sig. (2-tailed) .081 .077 .396 .127 .536 .297 .132 .016 .110 .058
N 47 47 47 47 47 47 47 47 47 47 47

*. Correlation is significant at the 0.05 level (2-tailed).

Job Facilities and Employee Satisfaction: Exploring the Situation 123