Research Journal of Finance and Accounting www.iiste.

org
ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online)
Vol.9, No.11, 2018

The Impact of Employee Empowerment on Job Satisfaction of

Commercial Banks of Ethiopia,Dire Dawa Branch
Girmay Aklilu
Lecturer , College of Business and Economics, Dire Dawa University, Ethiopia

Abstract
Different authors argue that empowering employee using different facets of empowerments like information
sharing, trust, reward, training and autonomy have an impact on job satisfaction and service quality where as
other authors disagree with this idea .thus this study with the title of “The Impact of Employee Empowerment on
Job Satisfaction of Commercial Bank of Ethiopia, Dire Dawa Branch” has an objective of testing whether the
facets of empowerment have a relation with overall job satisfaction. Questionnaires were distributed to the entire
population of the bank. From the distributed questionnaires 71% were collected back and used for
interpretation.To analyze the data inferential statistics like Pearson correlation and multiple regressions were
employed.The researcher found that all facets of employee empowerment have contributed to employee job
satisfaction. Particularly training and reward have a significant contribution to job satisfaction.The researcher
recommend the bank to develop short term and long term training program as well as develop a reward system
that motivate its employees so as to increase their employee’s job satisfaction and to provide quality service to
its customers and become competent in the market.
Keywords: Employee empowerment, job satisfaction, service quality.

1. Introduction
Employees are one of the most vital aspects of an organization and therefore a good human resources
management policy can become a competitive advantage. This is especially true in case of service organization
as they depend heavily on their front line staff to provide high quality services to their customers (palmer, 2001,
p.76). Therefore, there is a need for manager to satisfy their employees as they in turn satisfy the most important
external stakeholder the customer
Therefore, managers must be in a position to understand and provide for the needs of their employees. Thus
an increase in job satisfaction will more than likely be the main factor employees will consider when
contemplating whether to stay in their jobs or move elsewhere (Robbins, 2005, P.84).
A satisfied customer and employees are of important value to the organization, it therefore, become the duty
of the management to put in peace a system that would ultimately satisfy employees. Since the employees have a
major role to play in determining whether a customer would enjoy the experience or turn to their competitors for
better solutions. Thus organizations re-think of their strategy, because companies today recognize that they can
compete more effectively by distinguishing themselves with respect to service quality and improved customer
satisfaction.
Now a day a banking service industry has grown considerably making it can intensive industry. Banks can
boost the competitiveness of their service quality by upgrading service quality and improving its reputations. As
indicated by (Heskett etal 1994, pp582-593) a customer will more likely be satisfied it employees are satisfied.
Due to this competitiveness, service firms are continuously in search of finding better ways to satisfy their
customers.
As previously mentioned, most managers and scholars emphasize that an organization’s most important tool
for gaining a competitive advantage is its people. In order for the firm to attain success those people have to be
involved and active (Lawler, 1996, P.97).
Employee empowerment in its basic form is a term used to describe how staff can make autonomous
decisions without consulting upper management. Example is given to employees that show the direction to solve
work related problems “on the spot” rather than consulting their immediate supervisors or upper management.
The concept of employee empowerment has also been associated with employee job satisfaction. Ugboro
and obeng (2000: Pp.247-273) found that in general, empowered employees exhibits higher levels of job
satisfaction in comparison with those who are not empowered. It has also been shown that empowered
employees feel better on their job and are more eager when it comes to serving customers. This in turn quickness
customer needs responses which in turn result in customer satisfaction (Bowen & Lawler, 1992: Pp.31-39).
Generally, empower employees self efficacy level increase as they are in a position to evaluate the best approach
to perform tasks.
Different authors argue that using employee empowerment techniques (methods) like trust, information
share, training, reward and autonomy have an impact on job satisfaction and service quality. But other authors
disagree with this idea.
Argyris (1998; p 62) states that regardless of all the "talk", the idea of empowerment has remained an

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Vol.9, No.11, 2018

illusion:
"....despite all the best efforts that have gone into fostering empowerment, it remains very much like the
emperor's clothes: we praise it loudly in public and ask ourselves privately why we can't see it...." (Argyris,
1998; p, 63).
Empowerment of service employees has also been met with a great deal of skepticism. Although most
organizations praise the concept of employee empowerment, the benefits, although well expressed in detail in
the media, have not been well documented (Quinn & Spreitzer, 1997;pp 37-49).
Others have stated that flexibility among employees in service firms may lead to loss of quality.
Edgett and Parkinson (1993;p,21) document that service heterogeneity creates difficulties in controlling the
output and its quality whereas Lee (1989;p,12) asserts that firms with a high heterogeneity of services
should standardize their services so as to maintain quality in service production.
Despite the above controversies among different authors, the performance record of the bank shows that the
customer’s weight line reduced significantly, this means the service quality of the banks improved from time to
time and the management believes that this improvement comes from employee’s job satisfaction which is the
ultimate result of employee empowerment.
Thus, the above controversy initiated the researcher to know whether job satisfaction is the result of
empowerment which is implemented by the bank.

2. Data and Methodology

2.1 Data (Materials)
The basic variables of the study were the four facets of employee empowerment as outlined by Bowen and
Lower (1992: P.31-39) and autonomy as outlined by Sims et.al. (1976, p200) and explore how they lead to job
satisfaction. The four facets outlined by Bowen and Lawler (1992:P.31-39) include receiving and sharing
information, trust and having the ability to make decision based on information received, training received on
site in order to improve work performance and rewarding employees for their performance at work.
Regarding source of data, the researcher use both primary and secondary sources. Primary source obtained
from the investigated population or sample, and secondary source of information obtained from company
website, different academic journals, previous researches and Books.
Since the objective of this research was to check whether facets of empowerment are the cause of job
satisfaction of employees of commercial bank of Ethiopia, The appropriate research approach is causal research.
Using this approach the researcher checked how empowerment is connected with job satisfaction and tying them
to the particular case of commercial bank of Ethiopia, DireDawa branch was the aim of the study.

2.2. Method of data collection

Primary data from the targeted source was collected using survey approach which is the most common data
collection methods. Since it’s difficult to analyze open ended questions using SPSS, only close ended questions
with a seven point likert scale type were employed.
2.2.1. Instrument Design
The questions were designed based on measure of job satisfaction and facets of empowerment like training,
reward, information, trust and autonomy.
Respondents were asked to indicate how much they agreed or disagreed with each statement using a seven point
likert scale with 1= fully disagree to 7 = yes fully agree. Demographic question including experience, age,
gender, qualification, specification and job title were placed at the beginning of the questionnaire.

2.3. Method of Sampling and Sample Size

The target population consisted of employees of commercial bank of Ethiopia Dire Dewa branch. Since the
total population is small and manageable the entire population was used to collect the required information. In
support of this Gupta Santose (2007; p 101) stated that when the universe is a small, one can not resort to
sampling method. In such a situation completeness and accuracy can ensure by the census method. This idea also
supported by the work of Argyrous G. (2005 P, 203) stated that full scale census may amplify the error generated
by sample.
The designed questionnaires were distributed to the entire population of 90 employees. However, the
research did not collect all questionnaires. From the distributed questionnaires, 64 (71%) were collected back
and used for analysis.

2.4 Data Analysis

The analysis of the data enables to examine the relationships between dependent and independent variables. In
addition, it shows which set of independent variables would predict the best outcome for dependent variable.
The dependent variable of the study was job satisfaction. The element of overall job satisfaction was used as a

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single item measurement. Wonous, Reichers and hudy (1997, pp: 247-252) argue that single item measures can
be acceptable measure of job satisfaction.
The independent variable of the study was employee empowerment. Employee empowerment was
measured by constructing question based on the facets of employee empowerment as put forward by (Bowen &
Lawler 1992, Pp31-39). These facts are level of information sharing, rewards, training, and trust and also
autonomy as outline by (Sims et.al. 1976, p. 200). In order to analyze the data obtained from the questionnaires
the statistical program SPSS 20 was used.
2.4.1. Statistical analysis
Statistical analysis was employed to examine the relationships among study variables and to test whether those
independent variables have a positive relationship on dependent variable.
In order to achieve the purpose, both descriptive statistics (mean and percentage) and inferential statistics
(like Pearson correlation and multiple regressions) were employed. Morgan et.al (2007, p.134) and (Argyrous
George, 2005 P: 189) state that multiple regression usually investigate the relationship between a dependent
variable and several independent variables. Multiple regressions explore relationships between one dependent
variable and a number of independent variable. Multiple regressions can be used not only to assess the
relationship between these variables but also which employee empowerment facets predicted the most likely
impact on job satisfaction. Thus, In order to carry out the regression analysis, multiple regressions were used.
The functional specification for multiple linear regression model deals where response Y is related to a set of
qualitative independent variables. The general lineal model has the following structure (Ott, 200l):
Y = B0 + Blxl + B2x2 +...........+ BĸXiĸ+ ξ
Then, the main relationships between dependent and independent variables can be seen below:
Y = β0 + βlxl + β2x2 + β3x3 + β4x4 + β5x5 + e
Where:
Y = is job satisfaction
β0 = is the Y intercept when x is zero
βl, β2, b3, β4 and β5 are regression weights attached to the variables;
Xl= autonomy; X2= training; X3=reward; X4 = information; X5 = trust; e= error term
On the other hand, Pearson correlation coefficient deals with analyzing patterns of relationships between
variables. Argyrous George (2005:p.170) state that the value of Pearson correlation tells us about the strength as
well as the direction of association among variables. Thus the correlation can be used to determine the level of
strength as well as the direction of association among study variables. By employing the above techniques, the
data become more manageable to interpret easily.

3. Data Presentation, Analysis and Interpretation

3.1 Reliability and Validity Analysis
According to Morgan et.al (2007: p.129) the reliability of a measure refers to its consistency and often entails the
external and internal aspect of reliability with multiple item scales. The internal reliability is important as it helps
ascertain whether each scale is measuring a single idea and whether all the items with that scale are internally
consistent. Thus, to ensure that the measures of this were internally reliable, a reliability analysis is performed on
the items of empowerment.
Reliability analysis was employed to check the internal consistency of the scale. In order to achieve this, the
cronbach alpha coefficient obtained from the statistical program SPPS 20 was observed and compared. The
recommended cronbach alpha coefficient of a scale should be at least 0.70 and above (Morgan et.al 2007, p.129)
The cronbach’s alpha coefficient value for all dependent and independent variables in the study within the
range of coefficient value from 0.823 to 0.984. The coefficient value dependent variable (job satisfaction) has a
reliability coefficient of 0.984. The coefficient value of all facets of employee empowerment has a reliability
coefficient value of 0.880. The result also indicates that the reliability of the scale used in this study is high and
above the recommended value of 0.7. This shows that the scale is considered to be reliable. The following Table
shows the summarized result of items internal reliability of overall job satisfaction and the facets of employee
empowerment scale.

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Table1 Item-specific descriptive statistics and reliability

Items mean reliability
Job satisfaction
Are you completely satisfied with your current job? 5.70
You are generally satisfied with the nature of work you do in your job 5.69 0.984
Generally speaking you are very much satisfied with your manger 5.83
Autonomy
you have a significant autonomy in determining how I do my job 5.09 0.878
Can you decide on your own how to go about doing your work 4.844
Trust
The trust you have with the bank is the cause for your satisfaction 5.265
You have the possibility to suggest different alternatives to your
supervisor on how to handle work related problems 5.375 0.823
When faced with work problems, you are restricted to using define
guidelines that direct you how to handle such problem 3.547
Training
Do you think that the training you receive is the cause for your satisfaction 4.750
you have sufficient practical knowledge and skills to manage to provide
a good service to banks client without any supervision 5.765 0.858
Do you received training or receive training on regular basis 4.530
Do you feel that you can take more responsibilities with your current
level of skills and the training provided you 5.109
Information
The free flow of information in your work place the cause for your
satisfaction 5.000
You are regularly informed if the bank performs good or bad. 5.516 0.844
Do you know the vision of the bank for the next 5 years? 4.391
Reward
The reward you receive is the cause for your satisfaction 4.970
Do you think you are fairly rewarded in relation to your salary for the
work you perform? 4.187 0.780
Do you think you are fairly rewarded in relation to the responsibilities?
you have in your job 4.563
D0 you think you are fairly rewarded in relation to what your Colleagues
receive for the same job 4.484

3.2. Descriptive Statistics and Analysis

In this section a summary of the empirical findings derived from the questionnaire is presented. . The data has
been categorized into three parts. These are demographic data, job satisfaction data and employee
empowerment data.
3.2.1. Demographic characteristics of the population
The distribution of male respondents from the total is 34(53.135%) whereas the distribution of female
respondents 30(46.875%). From this one can understand that there is considerable percentage of male workers
in the banks that provide service to their customers
The age range of respondents shows that most of total respondents are composed of young workers whose
age does not exceed 35 years. Specifically, there are 32(50%) respondents between age of 25 to 30 years, those
with the age range between 31 to 35years are 19 (30%) of the total respondents, 9 (14%) of the respondents are
between the age of 36 to 40 years, and 3 (4.6%) of them are in the range of 41to 45 years.
By examining the above table, it’s found that almost halve of the employees are composed of young
workers whose age does not exceed30 years.
The experience of respondents shows that 36% of the total respondents have experience of less than three
years, and 30% of them an experience between 3 to 6 years. This shows that most of employees have an
experience of less than six years. This is due to the fact that currently the banks have employed more customer
service officers so as to reduce the waiting line.
As far as the qualification of respondents concerned around 85%of the total respondents have a college
diploma and degree. Specifically 36 (56.3%) of the respondents have a college diploma, 18(28.125%)
respondents have bachelor degree, and only 6(9.36%) of the respondents have TVT 10+2 certificate.
From the table above even though no one qualifies in higher studies, the banks have qualified employees to
provide quality service to their customers.

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Data concerning specialization of respondents shown that, more than 78% of the total respondents
specialized in accounting and banking. Specifically half of the total respondents 32or 50% were specialized in
accounting followed by 18 respondents or 28.125% specialized in banking. And finally 12 respondents 18.78%
qualified in management and the rest 2 respondent’s mention other.
As expected from the study, it is not unusual to find that most of the workers are specialized in accounting
and banking because of the nature of work
More than 87% of the total respondents are customer service officer and only 12.5% of the total
respondents have supervisory position.
In any service encounter, the larger portions of the workers are front line employees who provide service to
their customers.

3.3. Pearson correlation matrix among study variable

To investigate if there are statistically significant association between the five independent variables and a single
dependent variable a correlation is computed.
Because each of the four facets of employee empowerment variable normally distributed and the
assumption of linearity was not markedly violated, Pearson corrections computed to examine the inter
correlations of the variables.
The result shows that all the empowerment variables are significantly correlated with each other.
Specifically there is a significant correction between training and reward with r = 0.760, p <0.000. This is due to
high interrelationship between training and reward.
From the empowerment point of view, different authors also support the interrelationship between training
and reward. As Chaudron (1996, p12) who states that if training leads to employees being given additional roles
and responsibilities (with a view to empower them), then such additional load on the employees should be
appropriately rewarded. If not, they may in turn lead to a decrease in job satisfaction and a decline in
performance.
There are also a correlation between information sharing and training with r = 0.599, p < 0.000 which is
also significant. As pointed out by Radolfphin (2000; p103) that without information people can not take on
responsibility and it’s also very difficult to receive training with the absence of information.
There are also a significant correlation between information sharing and trust with r = 0.431, p< 0.000.
This is due to the fact that both variables are highly related with each other and one affects the other. In line with
this Zand (1972;p229) reinforces this idea with the expectations of trust and information sharing stating that
information sharing supports trust and the resulting trust strengthen information sharing which result in an
interrelation of trust and information sharing.
There is a significant correlation between reward and information with r = 0.586, p< 0.000. Finally there is
significant correlation between training and autonomy with r = 0.506, p< 0.000.
The result conclude that the four facets of employee empowerment are significantly related and correlated
with each other and are moving in the same direction as one variable moves.
The correlation between the four facets of employee empowerment dimension and overalls job satisfaction
showed that there are significant correction between overall job satisfaction and training r = 0.865, p <0.000,
this means that as employees get more training their level of job satisfaction also increase. There are also a
significant positive correlation between overall job satisfaction and reward r = 0.769, p<0.000, this means that
employees considered reward as the source of their job satisfaction followed by information r = 0.552, p <
0.000). Finally, trust and autonomy correlate with overall job satisfaction r = 0.369, p<0.000 and r = 0.305, p <
0.000 respectively. According to morgan etal (2007: p: 94) this is medium or typical effect.
The results conclude that the four facets of employee empowerment significantly correlate with overall job
satisfaction and are moving in the same direction. Training and reward are strong correlation with overall job
satisfaction followed by information sharing. In addition, trust and autonomy also correlate moderately with
overall job satisfaction. From the above findings one can conclude that all facets of empowerment have an
impact on over job satisfaction.

3.4. Multiple Regression Analysis among study variables

Multiple regression was carried out by entering all of the variables simultaneously in to the regression model.
The main aim of this step is to measure the relationship between the single dependent variable of overall job
satisfaction and the multiple independent variables of the facets of empowerment as indicated in the research
questions.
The model summary for the regression has been provided in model summary table. The model is based on
the standard multiple regression where all independent variables entered simultaneously. The first task in the
evaluation process is to check the value of the adjusted R square. Argyrous Gearge (2005,p:192) suggest that
when sample sizes involved in regression analysis are small, the R square value tends to be an overestimation of

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the true value of the population and therefore recommended the use of the adjusted R square value. Since the
population size of this study is small, adjusted R square value is used for interpretation.
In this study the adjusted R square value of the regression model is 0.928. This indicates that 92.8% of the
variance in overall job satisfaction is explained by the model. According to Morgan et.al (2007: p: 94) this is a
large effect.
In addition, the statistical significance of the result is also an important factor to consider when evaluating
the regression model. The ANOVAs table indicate that the combination of facets of empowerment variables to
predict job satisfaction from training, reward, information sharing, trust, and autonomy is statistically significant,
F (5, 58) = 72.076, p< 0.000 because as Morgan et.al (2007; p, 137) pointed out that if the significance value of
the F statistics is smaller than 0.05 then the combination of independent variables is good predictor of dependent
variables.
The coefficient table, in standard regression out put provides information about the effects of individual
predictor variables. Generally, coefficient and significance taste are two type of information in the coefficient
table. Coefficient indicates the increase in the value of the dependent variable for each unit increase in the
predictor value (Morgan et.al 2007; p, 138).
To determine the relative importance of the significant predictor, look at standard coefficients. Trust and
information contributes more to the model because the two variables have larger absolute standard coefficient.
From the beta coefficient, one can conclude that information and trust are most significantly predicting job
satisfaction followed by rewards when all five variables are included.

4. Discussion
The objective of this study was to examine the relation ship between overall job satisfaction and the facets of
empowerment. In addition the study also investigated the most significant predictors of job satisfaction with in
the commercial banks of Ethiopia, Dire Dawa branches.
The result of the study conclude that all facets of empowerment are significantly relate and correlate with
each other and are moving in the same direction as one variable moves.
Training, reward, information sharing, trust and autonomy have interrelations among themselves.
Employees were more satisfied with their current job. So as to keep up their job satisfaction, they must be
empowered by providing necessary support from the organization and the management.
The study was aligned and congruent with the study made by chaudron(1996). He stated that if training lead
to employees being given additional role and responsibilities with the view to empower them, then such
additional loads on the employees should be appropriately rewarded. If not, they may intern lead to decrease on
job satisfaction and a decline in performance.
The study show that trust also another important indicator of empowerment and congruent with the study
made by Mayer, Davis, and schoorman (1995). He identified that trust as a critical prerequisite before managers
empower employees.
This study also parallel to Rdolfphine(2000) findings that with out information sharing people can not take
on responsibility and its also very difficult to receive training with the absence of information .
In addition the result was in line with Zand(1972)findings. He found that information sharing support trust
and the resulting trust strengthen information sharing which result in an interrelation of trust and information
sharing.
The study also found that information sharing and trust are the most significant predictors of job satisfaction
followed by reward.
The study shows that there were a positive and significant influence between facets of employee
empowerment and job satisfaction.
The study also aligned and congruent with the study made by sandrta(2009) that the five facets of employee
empowerment was the bases for job satisfaction when they are empowered.
The study shows that to empower employees, there should be some sort of autonomy and freedom to
determine their job by their own. This study supported by the work of Brock (2003) which state that employees
relatively autonomous if they can make most of important decisions relevant to their job without requiring
permission from other people in the organization. The study also aligned with the finding made by Sems(1976)
that autonomy created first to enhance the degree of empowerment among service employees.
The finding show that empowerment result in employee job satisfaction which is congruent with the
finding of Rafiq Ahmed (2000) who stated that empowerment to service personnel will enhance job
satisfaction.

5. Summary and Conclusion

This part of the study includes summary, conclusion of the finding and recommendations on facets of
empowerment that result job satisfaction.

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5.1 Summary and Conclusion

The purpose of this study is to examine the relationship between job satisfactions among bank’s employees and
the facets of employee empowerment and their individual impact in determining on overall job satisfaction, in
order to achieve the purpose the data is divided into two parts: job satisfaction, and employee empowerment.
Regarding data concerning job satisfaction as shown in the analysis part, there is high positive response to
questions relating to job satisfaction. Thus generally speaking employees of commercial bank of Ethiopia Dire
Dawa branch are highly satisfied with their job.
The interrelationships between facets of empowerment and overall job satisfaction are taken in to account.
In order to verify this, data collected was conducted using Pearson correlation and the result shows that training
correlate highly with overall job satisfaction. This means when employees get more training, their level of
satisfaction also increase in the same direction. Next to training, rewards also correlate significantly with
overall job satisfaction. In addition information sharing, trust, and autonomy have a positive correlation with
overt all job satisfaction.
When autonomy compared with the rest of the variables, its contribution for job satisfaction is not
significant. Thus being autonomous in the work place alone does not contribute significant effect for job
satisfaction unless it was supported by other variables like training, reward, and information sharing. Thus, the
finding that all facets of employee empowerment have an impact on overall job satisfaction of employees
regardless of their degree of influences
Generally the result shows that there was a positive and significant influence between facets of employee
empowerment and overall job satisfaction. This means that employees, who get high level of training, develop
work skills and able to get incentive and reward in their work and those who are access for information and
develop trust in the work place would be most likely to experience a high level of job satisfaction.
Moreover the interrelationships among facets of employee empowerment are taken in to account. Training
and reward highly correlated with each other due to the fact that if training given with a view to empower
employees, they should be rewarded. This view is supported by Chaudron (1996, p12) who states that if training
leads to employees being given additional roles and responsibilities (with a view to empower them), then such
additional load on the employees should be appropriately rewarded.
There are also interrelationship between information and trust because one support the other and vice versa.
Zand (1972;p229) reinforces this idea with the expectations of trust and information sharing stating that
information sharing supports trust and the resulting trust strengthen information sharing which result in an
interrelation of trust and information sharing. In addition both information sharing and autonomy also correlate
with training respectively.
Thereafter, multiple regressions indicate that not all facets of empowerment predicted significant
relationship to overall job satisfaction. Information sharing and trust was the most significant predictor of job
satisfaction among the bank employees followed by reward.
Ages of respondents
Age Frequency Percentage
25—30 32 50
31—35 19 30
36—40 9 14
41—45 3 4.6
46 or more 1 1.4
Total 64 100
Experiences of respondents
Experience Frequency Percentage
Less than 3years 23 35.9
3—6 years 23 35.9
7—10 years 5 7.8
11years or more 13 20.4
Total 64 100

Qualification Frequency Percentage

TVT 10+2 6 9.38
Diploma 36 56.3
Bachelor degree 18 28.1
Higher studies 0 0
Others 4 6.3
Total 64 100

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Qualification of respondents
Specialization of respondents
Specialization Frequency percentage
Management 12 18.75
Accounting 32 50
Banking and insurance 18 28.125
Other 2 3.125
Total 64 100
Job title of respondents
Job title Frequency percentage
Customer service officer 56 87.5
Manager 8 12.5
Total 64 100
Correlations
Job
satisfaction trust autonomy information reward training
** * ** **
Job Pearson Correlation 1 .369 .305 .552 .796 .865**
satisfaction Sig. (2-tailed) .003 .014 .000 .000 .000
** * **
trust Pearson Correlation .369 1 .287 .431 .105 .357**
Sig. (2-tailed) .003 .021 .000 .408 .004
* * **
autonomy Pearson Correlation .305 .287 1 .322 .126 .506**
Sig. (2-tailed) .014 .021 .009 .322 .000
Information Pearson Correlation .552** .431** .322** 1 .586** .599**
sharing Sig. (2-tailed) .000 .000 .009 .000 .000
** **
reward Pearson Correlation .796 .105 .126 .586 1 .760**
Sig. (2-tailed) .000 .408 .322 .000 .000
** ** ** ** **
training Pearson Correlation .865 .357 .506 .599 .760 1
Sig. (2-tailed) .000 .004 .000 .000 .000
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed). a. List wise N=64
Summery Model of regression
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
a
1 .928 .861 .849 .45453
a. Predictors: (Constant), reward , trust, autonomy, information, training
Table . ANOVA table
ANOVAs
Model Sum of Squares df Mean Square F Sig.
1 Regression 74.455 5 14.891 72.076 .000a
Residual 11.983 58 .207
Total 86.438 63
a. Predictors: (Constant) , reward, trust , autonomy , information , training
b. Dependent Variable: job satisfaction

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Table Coefficients
Coefficients
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) -1.094 .693 -1.580 .119
trust .591 .114 .560 5.162 .000
autonomy -.197 .073 -.181 -2.677 .010
training .178 .110 .218 1.615 .112
information .459 .103 .567 4.449 .000
reward .147 .050 .262 2.942 .005
a. Dependent Variable: job satisfaction

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