Employee Job

Satisfaction in
BANGLADESH

A comparison
between
BANGLADESH BETAR
& RADIO FOORTI LTD.

Group 2
 REPORT ON

Employee Job Satisfaction in

Bangladesh
Course: Organizational Behavior & Human Resource
Development

(F-301)

SUBMITTED TO:
MS. NUSRAT KHAN

LECTURER

DEPARTMENT OF FINANCE

UNIVERSITY OF DHAKA

SUBMITTED BY:
GROUP- 2

NAME ROLL NO .

RAJ SHUVANARAYANCHOWDHURY 14-002

MD. RUBEL AHMED 14-030
HANANFARIYEL OSMAN 14-040
SHAZIA AFRIN 14-100
MEHNAZTABASSUM 14-160

BBA (14TH BATCH)

DEPARTMENT OF FINANCE
UNIVERSITY OF DHAKA
MAY 6, 2010
 Letter of Transmittal

May 6, 2010

MS. NUSRAT KHAN

Lecturer

Department of Finance

University of Dhaka

Dhaka-1000

Subject: Submission of the report on Employee Job Satisfaction

Bangladesh
Dear Madam,

It gives us immense pleasure to submit the report on “Employee Job

Satisfaction Bangladesh” as a requirement of the regular BBA course
called Organizational Behavior & Human Resource Development of the
Department of Finance, University of Dhaka. Apart from the academic
knowledge, we have got the golden opportunity to acquaint ourselves
with the job environment, job satisfaction and employee behavior. We
believe that the experience we have acquired from this study will be an
invaluable asset throughout our lives.
It expresses our gratitude to you for providing us desired chance to learn
about the fundamentals, detailed procedure, and critical terms of the job
satisfaction & related variables. In spite of various shortcomings, we have
been devoted to find out the core information from the survey. We hope you
will appreciate our Endeavour and find the report up to your expectation.

It has to be mentioned further that without your expert advice and guidance
and the contribution of all group members it would not have been possible to
complete this term paper. We will be pleased to answer any sort of query
you may have regarding this report.

Thanking you

Group 2, Sec- B, BBA 14th Batch

 ACKNOWLEDGEMENT

Our work on preparing a term paper on “Employee Job Satisfaction in

Bangladesh”was a great experience for us in light of the course
“Organaizatonal behavior & Human Resource Development”. We strongly
believe works like this will surely help us to have a clear concept about the
dependent 7 independent variables related to job satisfaction in job sectors
of Bangladesh.We would like to thank Almighty Allah, the all knower & best
of the helpers to make our term paper a practical one by providing us the
mental & physical toughness in course of its preparation. Our next honest &
heartiest gratitude goes to NUSRAT KHAN, Lecturer & our honorable course
teacher for his sincere and utmost guidance to prepare this term paper & to
gather huge practical and realistic knowledge, to make us understand the
topics, terms & make us familiar with this course.
 Executive Summary

In recent years job satisfaction, job designing and job environment has
been taken with much more importance than before. Being able to
have the dream job is the unrest desire of the new generation of
our nation. The young generation, who are the future of this
country, like to participate & contribute as an employee in their
organization. To understand this prime factor “job satisfaction” in
the organizations of Bangladesh, we have conducted a survey. For
comparing the job satisfaction level among the organization, we
were asked to choose a private & another government organization.
To prepare our report, we have chosen Bangladesh Betar& Radio
Foorti Ltd., because both of these two radio stations have very
strong impact on our nation.
 Table of Contents

CHAPTER I: BACKGROUND OF THE STUDY

1.1 Origin of the Study

1.2 Methodology of Study
1.3 Objectives and Limitations of Study

CHAPTER II: CONCEPTS & FUNDAMENTALS

2.1 Job satisfaction

2.2 Relation among these variables
2.3 Impact of satisfied & dissatisfied employeesS

CHAPTER III: PROFILES OF THE ORGANAIZATIONS

3.1 Bangladesh Betar

3.2 Radio Foorti Ltd.

CHAPTER IV: STUDY & ANALYSIS

CHAPTER V: COMPARISON & ANALYSIS

CHAPTER VI: CONCLUSION & POLICY IMPLICATION

 CHAPTER ONE
BACKGROUND OF THE STUDY

Origin of the Study

Organizational Behavior & Human Resource Development is one of the most
important things for management. It is required for recruiting new
employees and developing the work force. One of the most vital factors for
an employee is the job satisfaction. Because, without enjoying the job it is
not possible to continue the work efficiently. Job satisfaction is related to
different variables. In our report we have tried to compare and relate these
variables with particular job environment and job design. A significant
change in the variables will influence the job satisfaction increase or
decrease. And besides, if an employee is highly satisfied then the dependent
variables will move positively with it. The study shows comparison between a
govt. organization and a private organization, which also shows the
difference between these two sector’s job satisfaction levels.

Thus the significance of measuring job satisfaction & developing the work
force in an organization which emphasizes on the importance of studying this
subject for every student of Business Administration. In this occasion we
were assigned to work on a report relating– ““Employee Job Satisfaction in
Bangladesh” by our course teacher NUSRAT KHAN for the course
“Organaizatonal behavior & Human Resource Development”. We have
worked hard to give our best on focusing on the topic in the light of Theory
and Reality. To enhance our experience and to enrich our knowledge it
seems to be a life-time opportunity. We contributed our heart and soul to
make it a perfect piece of management features and functions. Hopefully the
result of our hard work will be found in an appropriate manner.

Methodology of the Study

In order to assemble the data of the study, we have converted the

qualitative data into quantities. We assigned weight for each questions
and sum them up. So, with help of the summed up results we have made
numerical analysis. Through this process the comparison has shown
between the two organizations.
Sources of Data

In order to making this formal and comprehensive report we have gone

through a marvelous experience while collecting and combining all
information from primary Data source.

• Secondary Data Source:text books &websites for other information.

• Primary Data Source: For the specific and defined information we

have followed the questioner we were provided by our course teacher

Objectives of the Study

Human resource is the most important factor of production of an

organization. Without man power we cannot perform. Economicalstability,
organizational harmony, high productivity with performance is very
important for a strong industry. But sometimes the performance is related to
some other components which influence its activity. Our dedicated work on
this report seeks the fulfillment the following objectives:

• To illustrate the overview of job satisfaction & environment

• To illustrate the overview of different variables related to job
satisfaction
• To demonstrate the situations in two different organization
• To focus on the differences, similarities and significant factors

Limitations of the Study

While preparing this comprehensive report we have faced a few problems

which limit to make the best output. If we were not supposed to deal with
these challenges we could make it a better one.

• No response from a group of respondents

• Unfinished questioners
• The information was confidential in some areas, so it was quite
difficult to assemble the core information.
• Lack of excess in some cases
• Difficulties in filling up the questioner
 • Difficult to make the respondents understand it
• Less respondents than required

CHAPTER TWO
CONCEPT & FUNDAMENTALS
THE CAUSES OF JOB SATISFACTION
• Work’s Nature

Enjoying the work is almost always the one most strongly correlated
with the high levels of overall job satisfaction. Jobs that provide
training, variety, independence, and control satisfy most employees. In
other words, most people prefer work that is challenging and
stimulating over work that is predictable and routine.

• Promotion

Promotion makes employees motivated toward work. It also helps to

increase the efficiency of the employees. They will try to improve their
performance for further promotion.

• Pay or Compensation

There is an interesting relationship between salary and job satisfaction.

For people living in poor or developing countries pay does correlate
with job satisfaction and with overall happiness. Jobs that are
compensated handsomely have average job satisfaction levels no
higher than those that are paid much less.

• SUPERVISION

Proper supervision is highly correlated with job satisfaction.

• CO-WORKERS

Relationship with co-workers is very important for employees’ job

satisfaction. If there is a negative relation with co-workers exists in the
workplace employees will be demotivated. Because a good relation
with peer, subordinates will create a sound work environment that will
motivate employees to perform better.

• OVERALL

So we can see that promotion, supervision, pay or compensation and

relationship with co-workers plays an important role to motivate
 employees and there is a strong co-relation between these variables
and job satisfaction.

RELATIONSHIP WITH OTHER COMPONENTS

o Performance

Satisfied workers are more likely to be productive workers, although

it’s hard to tell which way the casualty runs. The relationship between
job performance and job satisfaction is very strong and the correlation
is pretty strong.

o Organizational Citizenship Behavior (OCB)

Job satisfaction should be a major determinant of an employee’s

organizational citizenship behavior. Satisfied employees would seem
more likely to talk positively about the organization, help other, and go
beyond the normal expectations in their job.

o Customer Satisfaction

Satisfied employees increase customer satisfaction and loyalty. In

organizations, customer retention and defection are highly dependent
on how front-line employees deal with customers. satisfied employees
are more likely to be friendly upbeat and responsive which customers
appreciate. And because satisfied employees are less prone to
turnover, customers are more likely to encounter familiar faces and
receive experience service.

o Absenteeism:

There is a consistent negative relationship between satisfaction and

absenteeism. But the correlation is moderate to weak. While it
certainly make sense that dissatisfied employees are more likely to
miss work, other factors have an impact on the relationship.

o Deviant workplace behavior:

 Job dissatisfaction predicts a lot of specific behaviors, including
unionization attempts, substance abuse, stealing at work, undue
socializing and tardiness. These behaviors are indicators of a broader
syndrome that we would term deviant behavior in the workplace. The
key is that, if employees don’t like their environment, they will respond
somehow.

o Turn over

There is a negative relation between job satisfaction and turnover, but

the correlation is stronger than what we have found for absenteeism.
Other factors such as labor market conditions, expectations about
alternative job opportunities and length of tenure with the organization
are important constraints on an employees’ decision to leave current
job.

IMPACT OF SATISFIED & DISSATISFIED

EMPLOYEE

Active
Destructive
Constructive

Passive

There are consequences when employees like their jobs and when they
dislike their jobs. one theoretical model –the exit-voice-loyalty-neglect
framework- is helpful in understanding the consequences of dissatisfaction.
Here is the framework of four responses, which differ from one another along
two dimensions constructive/destructive and active/passive. The responses
are defined as follows:

• EXIT: The exit response involves directing behavior toward leaving the
organization, including looking for an new position as well as resigning.

• VOICE: the voice response involves actively and constructively

attempting to improve conditions, including suggesting improvements,
discussing problems with superiors and undertaking some forms of
union activity.

• LOYALTY: The loyalty response involves passively but optimistically

waiting for conditions for improve, including speaking up for the
 organization in the face of external criticism and trusting the
organization and its management to “do the right thing”.

• NEGLECT: The neglect response involves passively allowing conditions

to worsen including chronic absenteeism or lateness, reduced effort,
and increased error rate.

CHAPTER THREE
ORGANIZATIONS’ PROFILES
A
fter a successful month of testing, Radio Foorti hit the airwaves on the
22nd of September in 2006, introducing the FM culture back to
Bangladesh. Broadcasting on a frequency of 98.40 MHz, Radio Foorti
was one of the first stations to obtain and make use of a new ordinance
allowing broadcast radio to take off. Armed with Apu as their first radio
jockey, the station sought to provide quality music and entertainment
through a media largely ignored throughout the satellite television boom.

Initially only able to be heard across Dhaka, Radio Foorti

expanded aggressively, hitting Chittagong airwaves in July
of 2007 and ensuring Sylhet got Foorti at 89.8 MHz from
 the 1st of February of 2008, while changing it's own
Dhaka frequency to 88.0 MHz to ensure that no barrier
can overcome a listener and their demand for Foorti. But
Radio Foorti doesn't intend to stop there; the people of
Khulna, Bogra, Rajshahi, Barisal, Mymensingh, Rangpur
and Cox's Bazaar will be happy to know that Foorti will
set up stations in their areas next, thus covering the
broad area of Bangladesh and making Radio Foorti one of the few national
radio stations in the country.

While the radio station itself has expanded, to having 12 radio jockeys be
heard on -insert number of shows here-, the aim hasn't changed. Radio
Foorti still plays a wide variety of music, ranging from golden classics to the
latest song released from the top artists in Bangladesh, even mixing the
hottest international tracks into the playlist. Through its network of friendly
radio jockeys, constant audience interaction via text messages and special
features allowing fans to get closer to their favorite stars, Radio Foorti has
helped redefine the FM culture and has helped usher in a new way for music
to be heard and for entertainment to be enjoyed.

R
adio transmission in the region now
forming Bangladesh started in Dhaka on December
16, 1939. Initially, the station was located in old
Dhaka. Later, the station was relocated to Shahbag. It
played an important role during the Bangladesh
Liberation War of 1971. On March 26, 1971, the broadcasting center of Radio
Pakistan was used to transmit a declaration of independence, which was
picked up by a Japanese ship in the Chittagong Harbor and retransmitted.
During the war, it was known as Shwadhin Bangla BetarKendro (Independent
Bengal Radio Station). Due to heavy shelling, the station had to be relocated
several times, and ultimately moved to Calcutta on May 25, from where it
would broadcast until the end of the war. On December 6, it was renamed
Bangladesh Betar.

CHAPTER FOUR
 STUDY & ANALYSIS

OVER VIEW OF THE SURVEY

METHOD

From the broad objectives of this study, we have sorted down five sub-
components which are correlated to PRODUCTIVITY. The five
components are:

a. EFFICIENCY AT WORK = .40

B. COMPENSATION = .25

C. EMPLOYEE’S INVOLVEMENT & ESTEEM = .20

D. REVIEW AND CONTROL = .10

e. INDEPENDENCE AT WORK = .05

We have assigned weight on these components or factors related to

productivity. This weight is given on the basis of general assumption &
examples given in the Text. The total weight is given out of 100% .

Reasons Behind this weight:

1. efficiency shows how productive the work force is
 2. high quality with less costing

3. high efficiency so high quality job

4. compensation is the main factor because as a third world country

5. independence makes the employees feel accustomed to the mission

6. involvement with the job either for structure or for willingness, boosts
up productivity

7. review should be done to monitor the employees

8. independence is related to freedom of expression & creativity

Steps of Conducting the Measurement of Productivity

• Average productivity based on the five factors in

Bangladesh Betar by facet:
From this bar chart, we can see some interesting factors. Like:

 The efficiency of the employees’ are very much positive

 They could work freely as they wish

 Though the employees are highly involved , face poor

compensation because of the ill structured payroll system

 Management’s involvement is less the average

 The job satisfaction among the employees differ from top order
executives and mid-level employees

• Average productivity based on the five factors in Radio

Foorti by facet:
From this bar chart, we can see some interesting factors. Like:

 The efficiency of the employees’ are very much positive

 High compensation is ensured for quality performance

 Management’s involvement is less the average

 Job involvement is comparatively less than efficiency

Open Ended Questions

There were three questions which are difficult to assemble as quantities
data. That is why we have considered those as open ended questions.

After evaluating the open ended questions, we found out that there are some
common factors that most of the employees prefer. Based on that 3 pie
charts have been made to give a facet of the situation.

BANGLADESH BETAR
 Factors Influence Productivity & High Quality :

 Reasons for joining:

 Reasons for leaving:

 RADIO FOORTI
 Factors Influence Productivity & High Quality :
 Reasons for joining:

 Reasons for leaving:

 CHAPTER FIVE

COMPARISON &ANALYSIS
Bangladesh betar&Radio foorti, are popular and efficient at their own
sectors. They have achieved a lot of recognition for their performance and
contribution to the society.But as a govt. organization, Bangladesh betar
does some different works than Radio Foorti.

In a general listener’s view, Bangladesh betar may not be as popular as

Radio foorti, but the radio station is the pioneer in our country.

It’s now time to make a comparison between these two organizations. The
variables which are considered as the comparing tool are:

1) Pay roll/ compensation

2) Involvement

3) OCB

4) DWB

5) Productivity

6) Absenteeism & torn over

But, besides these factors, there could be other inflective factors related
to job satisfaction. To find out that, factors to be considered:

Factors Bangladesh Betar Radio Foorti

Payroll 5 8.25

Productivit 114.4 114

y
45 75
Popularity

Involvemen 80.8 71.4

t
32 40
Career
advanceme
nt

Absenteeis 59 44
m &
turnover
 CHAPTER SIX

POLICY IMPLICATION &

CONCLUSION
POLICY IMPLICATION
 Conclusion

Annexure

Bangladesh Betar

productivity
Responde
nt Code Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8
1401 2 1 2 2 5 4 4 4
1402 2 2 2 2 5 4 4 3
1403 2 2 2 2 4 5 4 5
1404 2 1 1 2 5 3 4 3
 1405 2 1 2 2 5 4 5 3
1406 2 2 2 2 5 - 4 -
1407 2 1 2 2 4 5 4 3
1408 2 1 2 2 5 5 5 5
1409 2 2 2 2 5 5 4 5
1410 2 2 1 2 4 4 5 5
1411 2 2 1 2 5 4 3 5
1412 2 1 2 2 5 5 5 5
1413 2 2 1 2 4 2 3 5
1414 2 2 2 2 4 4 4 4
1415 2 2 1 2 3 4 3 3
1416 2 2 2 2 3 4 3 4
1417 2 2 2 2 4 3 4 3
1418 2 1 2 2 3 3 4 4
1419 2 2 1 2 5 5 3 4

absentee Turno
ism ver DWB

Q1 Q1 Q4 Q1 Q2 Q3 Q4

1 2 5 2 2 2 2

2 3 5 2 2 2 2

2 4 5 2 2 2 2

1 4 5 2 2 2 2

2 4 5 2 2 2 1

2 5 5 2 2 2 2

2 4 5 2 2 2 2

2 4 5 2 1 2 2

2 4 5 1 2 2 2

2 3 5 2 2 2 1

2 4 5 2 2 2 2

2 4 5 2 2 2 2

2 5 5 2 2 2 2
 2 4 5 2 2 2 2

2 3 5 2 2 2 2

2 3 5 1 2 2 2

1 4 5 2 1 2 2

2 4 5 2 2 2 2

1 4 5 2 2 2 2

OCB

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8
2 2 2 2 2 2 2 4
1 1 1 1 2 1 2 5
2 2 2 2 2 2 2 5
2 2 1 2 2 2 2 5
2 2 2 2 2 2 2 4
2 2 2 2 2 2 2 -
2 2 2 1 2 2 2 5
2 2 2 2 2 2 1 5
2 1 1 1 2 2 2 4
2 2 2 1 2 2 1 4
2 2 2 2 2 1 2 5
2 2 2 1 2 2 1 4
2 2 1 2 2 2 2 5
2 2 2 1 2 2 2 4
2 2 2 2 2 2 2 5
2 1 2 1 2 1 2 5
2 2 2 1 2 2 2 5
2 2 2 1 2 2 2 3
2 2 2 2 2 1 1 4

JOB
SATISF
ACTION
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q1 Q1 Q1 Q1 Q1 Q1
0 1 2 3 4 5

2 1 1 1 2 2 2 2 2 2 2 2 2 2 1

2 1 1 1 2 1 2 1 1 2 1 2 1 2 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

2 2 2 2 2 2 1 1 2 2 2 2 2 2 1

2 2 2 2 2 2 1 2 2 2 2 2 1 2 1

2 2 2 1 2 2 2 2 2 2 2 2 2 2 2

2 1 1 1 2 2 2 2 2 1 2 2 2 2 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 1

2 2 1 1 1 2 2 1 2 1 1 2 2 2 1

2 1 1 1 2 2 2 1 2 2 2 2 2 2 1

2 2 1 2 2 2 2 2 1 2 2 2 1 2 1

2 2 2 1 2 2 2 1 2 2 1 2 1 2 1

2 2 2 2 2 2 2 2 1 2 2 2 1 1 1

2 2 1 1 2 2 2 1 2 2 2 2 2 2 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

2 2 2 2 2 2 2 2 2 2 1 2 1 2 2

2 1 1 1 2 2 1 1 2 2 1 2 2 2 1

1 1 1 1 2 2 1 1 2 2 1 2 2 2 1

2 1 1 1 2 2 2 2 1 2 2 2 1 2 1

RADIO FOORTI
 Poductivity
Responden
ts Code Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8
1501 2 2 2 2 4 3 4 5
1502 2 2 2 2 5 4 5 5
1503 2 1 1 1 3 4 3 4
1504 2 1 2 1 4 3 4 4
1505 2 2 2 2 2 4 4 5
1507 2 2 1 1 4 4 4 3
1508 2 2 2 2 3 5 4 3
1509 2 2 2 2 5 3 5 5
1510 2 2 2 2 3 2 4 3
1511 2 2 2 2 3 2 4 3
1512 1 2 2 2 4 4 4 4
1513 2 2 2 2 4 4 4 4
1514 2 1 2 2 3 4 3 3
1515 2 2 2 2 4 4 4 3
1516 2 2 2 2 4 4 5 4
1517 2 2 1 1 4 4 4 3
1518 2 2 1 2 4 3 3 3
1519 2 1 2 2 3 3 3 4
1520 2 2 2 2 4 3 4 5

absentee Turno
ism ver DWB
Q1 Q1 Q4 Q1 Q2 Q3
2 3 5 2 2 2
2 3 5 2 2 2
2 3 4 1 2 2
2 3 4 1 2 2
4 3 5 1 2 2
2 4 5 1 2 2
2 5 5 2 2 2
2 4 5 2 2 2
1 3 5 2 2 2
1 3 5 2 2 2
2 4 5 2 2 2
1 2 5 2 2 2
1 4 5 1 2 2
1 4 5 2 2 2
3 5 2 2 2
2 4 5 1 2 2
 2 3 5 2 2 2
2 3 5 1 2 2
2 3 5 2 2 2

OCB
Q4 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8
2 2 1 2 2 2 2 2 4
2 2 2 2 2 2 2 2 5
2 1 1 1 2 2 1 1 3
1 2 2 1 1 2 1 1 5
2 2 2 2 2 2 2 2 4
1 1 1 2 1 2 1 2 5
2 2 2 2 2 2 2 2 4
2 2 2 2 2 2 2 2 5
2 2 2 2 2 2 2 2 4
2 2 2 2 2 2 2 2 4
2 2 2 2 2 1 1 2 3
2 2 2 1 2 2 2 2 4
2 2 1 2 1 2 2 2 4
2 2 2 2 2 2 2 2 4
2 2 2 2 2 2 2 2 5
1 1 1 2 2 2 1 1 4
2 2 1 1 1 1 2 2 4
2 2 1 1 2 1 2 2 5
2 2 1 2 2 2 2 2 4

Job Satisfaction
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q1
2 2 1 1 1 2 2 1 1 2 2
2 2 1 1 2 2 2 2 2 2 2
1 2 2 2 2 1 1 2 2 1 1
1 2 1 1 2 2 1 1 2 1 1
2 2 1 2 2 2 2 2 1 1 1
2 1 1 1 2 2 1 2 1 1 2
2 2 2 1 2 2 2 2 2 2 1
2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2
2 1 1 1 2 2 2 2 2 2 2
2 1 1 1 2 2 2 1 1 1 1
2 2 2 2 2 2 2 2 2 2 1
2 1 2 2 2 2 2 2 1 1 1
2 1 1 1 2 2 2 1 1 2 1
2 2 1 1 2 2 2 2 2 2 1
2 1 1 1 2 2 1 2 2 2 1
2 1 1 2 2 2 2 2 1 2 1
2 2 2 2 2 2 1 2 1 2 1
2 2 1 1 1 2 2 1 1 2 2

QUESTIONNAIRE
A Sample Survey on
“EMPLOYEE JOB SATISFACTION in
BANGLADESH”

GENERAL INFORMATION
Respondent Name:

Designation: Years with the company:

Promotions Obtained so far: Years in the current position:

SECTION 1: PRODUCTIVITY
1. I am aligned with the organization’s mission Ye N
s o
2. I feel involved in decisions that affect Ye N
our organizational community s o

3. I have the materials and equipment that I need in Ye N

order to do my work s o

4. My managers review my progress Ye N

s o

5. Productive time spent working on the tasks assigned to me – [please

tick () the exact box]

Almost all of the time

Most of the time

Half of the time

1/4th of the time

less than 1/4th of the

time

6. I meet the target quotas and goals - [please tick () the exact box]
 Strongly Disagree

Somewhat Disagree

Neutral

Somewhat Agree

Strongly Agree

N/A

7. Overall productivity in getting the job done - [please tick () the exact
box]

Excellent

Good

Average

Below average

Poor

N/A

8. I respond quickly and courteously to fulfill customers' needs - [please

tick () the exact box]

Strongly Disagree

Somewhat Disagree

Neutral

Somewhat Agree

Strongly Agree

N/A
 9. What is it that helps you to be productive and provide quality service?
[please mention the prime factors] –

1. 5.

2. 6.

3. 7.

4. 8.

SECTION 2: ABSENTEEISM
1. I look forward to going to work on SUNDAYmorning - Ye N
s o
2. Most of the time I’m absent because - [please tick ()
the exact box]

Unsafe Working
Conditions

Excessive Rework

Travel Distance

Poor Craft Supervision

Poor Overall Management

 Personal Family Illness

SECTION 3: TURNOVER
1. There are more positive than negative aspects to my job - [please
tick () the exact box]
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree 2. W
h
a
t are your reasons for joining [COMPANY_NAME]? (Check all that
apply)

Referred by a friend

Fringe benefits

Reputation as a good place to

work

Career advancement

Advertisement

Salary advancement

Was Unemployed and

needed a job

Others (Please Specify)

3. What could be the possible reasons for leaving the

[COMPANY_NAME]? (Check all that apply)

Higher Pay
 Benefits

Better job opportunity

Commute

Conflict with other

employees

Conflict with managers

Family and personal

reasons

Relocation/Move

Career Change

Company Instability

Others (Please Specify)

4. Have you changed jobs in the last 12 months?[please tick () the
exact box]

No

Once

2 times

3 times or more

4 times or more

No answer

SECTION 4: DEVIANT WORKPLACE BEHAVIOR

[Please tick () over the YES/NO Options provided]

1. Most interactions at work are positive
Yes/No
 2. I am engaged in meaningful work
Yes/No

3. I respect the work of my peers

Yes/No

4. My coworkers are committed to doing quality work

Yes/No

SECTION 5: ORGANIZATIONAL CITIZENSHIP BEHAVIOR

[Please tick () over the YES/NO Options provided]

1. I feel valued and affirmed at work
Yes/No

2. I feel free to do the things the way I like at work

Yes/No

3. My values fit the organizational values

Yes/No

4. Creativity and innovation are supported

Yes/No

5. I know what is expected of me at work

Yes/No

6. I have the opportunity to the what I do best everyday at my work

Yes/No

7. I know someone at work who encourages my development

Yes/No
 8. Going beyond what is expected of me to make customers happy –

[please tick () the exact box]

Yes, I always do so

Yes, occasionally

I work as much as is expected of me

I work less than what is expected of

me

N/A

SECTION 6: JOB SATISFACTION

[Please tick () over the YES/NO Options provided]

1. I feel positive and up most of the time I am working

Yes/No
2. I have the energy at the end of each work day to attend the people I
care about - Yes/No
3. I have the energy at the end of each work day to engage in personal
interests Yes/No
4. I have the time and energy in life to read books that interests me
Yes/No
5. I have good friends at work
Yes/No
6. I feel valued and affirmed at work
Yes/No
7. I feel recognized and appreciated at work
Yes/No
8. Work is a real plus in my life
Yes/No
9. I feel free to be who I am at work
Yes/No
10. I trust our leadership team
Yes/No
11. I have opportunities to learn what I want to learn
Yes/No
12. I feel informed about what’s going on
Yes/No
13. I have the opportunity to the what I do best everyday at my work
Yes/No
14. My managers cares about me as a person
Yes/No
15. I am fairly compensated
Yes/No