Relationship between Socio-Demographic Characteristics and Job Satisfaction: Evidence from Private Bank Employees

Abstract

In this competitive business world satisfied employee is the prime asset of any business organization as an employee's satisfaction can ensure continuous growth. The purpose of this study was to find out, is there any significant relationship between socio-demographic characteristics and job satisfaction of private bank employees in Bangladesh? By using Yamane's formula the study consisted of 56 (male 89.3% and female 10.7%) respondents and it used semi-structured questionnaires containing pre-coded and open-ended questions. All questions were rated with the Likert 5-point scale. As all the variables used in this study (both dependent and independent) were categorical, the Chi-square test was used to assess the relationship. In this study, significant relations were found between some demographic characteristics, such as, sex, age, salary, and family income with job satisfaction indicators which were participation in decision making, training facilities, and increase knowledge and capacity. Education and geographic location did not show any significant relationship with job satisfaction indicators. Around 92.5% of male employees reported that the current organization helped to increase their knowledge and working capacity (p<0.028). More than half of the employees (55.3 %) of the 30-35 age group could not take part in decision making (p<0.013). In addition, family income and salary also exerted significant associations with participation in decision-making and proper training facilities respectively. Several stakeholders and concern authorities should give top priority in these demographic areas while developing strategies to improve the job satisfaction level of employees.

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Research Article ISSN 2313-4747 (Print); ISSN 2313-4755 (Online)
CC-BY-NC
, Asian Business Consortium |
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Relationship between Socio-Demographic
Characteristics and Job Satisfaction: Evidence
from Private Bank Employees
Md. Mostafijur Rahman*1, Md. Razwan Hasan Khan Chowdhury2, Md. Amirul Islam3, Mst. Ummay Tohfa4,
Md. Abdul Kader5, Alim Al Ayub Ahmed6, Praveen Kumar Donepudi7
1Department of Business Administration, First Capital University of Bangladesh, Alamdanga Road, Chuadanga-7200, BANGLADESH
2,5Department of Sociology, First Capital University of Bangladesh, Alamdanga Road, Chuadanga-7200, BANGLADESH
3,4Department of English, First Capital University of Bangladesh, Alamdanga Road, Chuadanga-7200, BANGLADESH
6School of Accounting, Jiujiang University, Jiujiang, Jiangxi, CHINA
7Enterprise Architect, Information Technology, UST-Global, Inc., Ohio, USA
*E-mail for correspondence: danataschner@gmail.com
Received: Jun 12, 2017; Accepted: Jun 27, 2017; Published: Feb 20, 2017
ABSTRACT
In this competitive business world satisfied employee is the prime asset of any business organization as
an employee’s satisfaction can ensure continuous growth. The purpose of this study was to find out, is there
any significant relationship between socio-demographic characteristics and job satisfaction of private bank
employees in Bangladesh? By using Yamane's formula the study consisted of 56 (male 89.3% and female
10.7%) respondents and it used semi-structured questionnaires containing pre-coded and open-ended
questions. All questions were rated with the Likert 5-point scale. As all the variables used in this study
(both dependent and independent) were categorical, the Chi-square test was used to assess the
relationship. In this study, significant relations were found between some demographic characteristics,
such as, sex, age, salary, and family income with job satisfaction indicators which were participation in
decision making, training facilities, and increase knowledge and capacity. Education and geographic
location did not show any significant relationship with job satisfaction indicators. Around 92.5% of male
employees reported that the current organization helped to increase their knowledge and working
capacity (p<0.028). More than half of the employees (55.3 %) of the 30-35 age group could not take part
in decision making (p<0.013). In addition, family income and salary also exerted significant associations
with participation in decision-making and proper training facilities respectively. Several stakeholders
and concern authorities should give top priority in these demographic areas while developing strategies
to improve the job satisfaction level of employees.
Keywords: Job Satisfaction, Chi-Square Test, Demographic Characteristics, Private Bank
Employees, Bangladesh
INTRODUCTION
Job satisfaction has significant impact on employee’s well-
being both in individual and amassed level and also foster
productivity. Ultimately, a nation’s economic prosperity
largely influenced by job satisfaction. Employees’ turnover
intentions, absenteeism, and performance are highly
depending on it as dissatisfaction cause lethargy and cut
organizational commitment (Nadinloyi et al., 2013).
Satisfied employees are more committed to both
organization and occupation and usually do not leave job.
Employees with more satisfaction are more productive and
they are the key resource of competitive advantage for any
business organization and higher performance from
employees as well as organizational success depends on
job satisfaction (Judge et al., 2010).While employees’ job
satisfaction is the key of the performance, productivity,
turnover intention of an organization, employees’
satisfaction toward job depends on designation, group
culture, relations between managers and peers, physical
and social environment, management style, organizational
justice, reward, work itself, pray and promotion. On the
other hand, a study in Lebanon revealed that
dissatisfaction occurs due to less opportunity in decision

Rahman
et al.
: Relationship between Socio-Demographic Characteristics and Job Satisfaction: Evidence from Private Bank Employees (65-72)
Page 66 American Journal of Trade and Policy ● Vol 7 ● Issue 2/2020
making, bad relationship with authority, low salaries and
benefits, less job security, poor recognition and congested
scheduling. It also associated to emotional exhaustion and
burnout.
The effect of job dissatisfaction is that it increases the cost
of recruitment, selection and training, discourages the
current employees and reduces the growth of
organization. Extensive research proved that job
satisfaction did not happen in isolation, as it depends on
organizational variables such as structure, size, pay, and
leadership, working conditions, clear staffing policy and
channels of communication, participation in decision
making, security and good governance (Peterson, 1995;
Khan et al., 2020). Job satisfaction is an emotional pleasant
and positive status which is resulting from the job
assessment or job experience of an individual. Locke (1976)
defined job satisfaction “as a pleasurable or positive
emotional state which is the result of the appraisal of one’s
job experiences” (Locke, 1976).
Since banking institutions are the backbone of a nation’s
economy (Jindal, & Gupta, 2016) and play a vital role for
the overall economic development (Rahman et al. 2017), so
the effective management of human resources and
maintenance of higher job satisfaction levels are important
to run the banks properly (Jindal, & Gupta, 2016; Azad et
al., 2011). Bangladesh is a developing country and banking
sector has significant contribution in the development
process (Rahman et al. 2017). Banking sector bought
dramatic changes in agriculture, business and other sectors
which have brought higher employment opportunities,
increases in income level, and changes in consumption
pattern. In addition, with the expansion of private banking
business, along with customized services, has created a
severe implied competition in this sector (Uddin & Kabir,
2015). This competition has made the service gap wider as
private banks offer better services to their internal and
external customers (Islam & Islam, 2014; Ahmed, 2020). As
better services of banks depend on employees (Donepudi,
2017), job satisfaction is one of the most widely researched
areas in organization behavior and human resource
management (Opkara, 2002).
LITERATURE REVIEW
Satisfaction ensures employees high self-confidence,
which lifts their performance (Bogler and Somech, 2004).
Human resource policies are positively related with
human capital development (Ahmed, 2015). Irani (2002)
conducted a study to the University of Florida’s
agricultural communications program to assess how
satisfied respondents were with their jobs, as well as
explore the relationships between facets of job satisfaction
and graduates’ perceptions as to the effectiveness of their
educational preparation. Results of the study indicated
that the majority of respondents were generally satisfied
with their positions. Rahman et al. (2017) found female
employees were more satisfied than males. Khan et al.
(2012) revealed that pay, promotion, job safety and
security, working conditions, job autonomy, relationship
with co-workers, and relationship with supervisor and
nature of work affect the job satisfaction and performance.
Bae and Yang (2017) showed receiving maternity and child
care leave is positively associated with job satisfaction
whereas child care subsidy did not show a significant effect
on satisfaction. A study by Jiang et al. (2016) found that role
clarity, formalization, and perceived promotional
opportunities were significant predictors of the satisfaction
and distributive justice, and procedural justice has often
been found to be predictors of job satisfaction in the United
States.
DeTienne et al. (2012) Showed moral stress is statistically
responsible for increasing employee fatigue and turnover
and decreasing job satisfaction. Rahman et al. (2017)
revealed low level of job satisfaction was associated with
age, designation, salary, marital status, service period and
working environment. Hossain (2014) revealed that
working conditions, pay, fairness, and promotion
significantly influenced employee job satisfaction in Bank
but individual factors such as age and gender did not.
Anjom et al. (2016) have found that because of smart
remuneration, attracts the compensation package, dignity,
smooth career growth, job security, pension funds,
provident fund, gratuity, incentives, and lots of other
benefits fresh graduates have a fascination for banking
sector jobs in Bangladesh.
Ahmed (2015) revealed that recruitment & selection,
training & development, salary & benefits, and reward
have a positive effect on employees’ job satisfaction
whereas supervisory role and job security have an adverse
effect. Uddin et al. (2016) conducted a study on the
employees of the general insurance companies in
Bangladesh and found that pay and promotional potential,
well-organized chain of command and general working
condition have positive relationship with job satisfaction
where poor team spirit and poor job security have negative
relation.
METHODOLOGY
There are 7 private banks are operating in Chuadanga and
all the 7 banks have been selected for this study. We
included Mercantile Bank Ltd., Dutch-Bangla Bank Ltd.,
Islami Bank Bangladesh Ltd., Shajalal Islami Bank Ltd,
First Security Islami Bank Ltd., BRAC Bank Ltd. and
United Commercial Bank Ltd banks in our study.
The cross-sectional study sample consisted of 56 (male 50
and female 6) bank employee’s respondents. They were
interviewed from 1st January to 26th February, 2020.
A semi-structured questionnaire was developed using job
satisfaction forces to which the respondents were asked to
react using a three Bipolar scale ranging which was (i) Yes
(ii) No and (iii) No comment.

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Sample Size
This study used Yamane (1967) formula to calculate
sample size. Yamane (1967) provided a simplified formula
to calculate sample size.
Equation is-
n = 𝑁
1 + 𝑁(𝑒2)
Where
n = is the sample size
N= is the population
1 = is a constant
𝒆𝟐 = is the estimated standard error which is 5% for 95%
confidence level
n = 66
1 + 66(0.052) = 56.65/56
Dependent variables: We used several dependent
variables, which were categorical, such as Gender, age,
family income, salary, education and geographic location
in this study (see table 1).
Independent variables: To measures the associations
between demographic characteristics and job satisfaction
indicators five (5) independent variables were used
which were categorized decoratively. The independent
variables were ‘Participation in decision making’,
‘Availability of tools and resources’, ‘Training facilities’,
‘Gender discrimination’ and ‘Opportunity of increasing
knowledge & capacity’.
ANALYSIS AND RESULTS
SPSS 22.0 and Excel have been used to process and
analyze the data. Dependent and independent variables
were analyzed by using Chi-square test. As all the variables
used in this study (both dependent and independent) were
categorical and to measure the relationship between categorical
variables Chi-Square test fit best. That is why this study used
Chi-Square test. It has been used to test the statistical
significance of the parameters at 5% level. The written
consent has been taken from the respondents. This study
is approved by the research authority of the First Capital
University of Bangladesh.
Table 1 showed the socio-demographic characteristics of
the employee. Among the employees, 89.3% were male,
46.4% belonged to 30-35 age group, 91.1% was master
degree holder and Muslim, 42.9% working as training
assistant officer /assistant officer /junior officer
/assistant officer cash, 30.4% withdraw monthly salary
between 26,000 and 35,000, and more than 45,000, 76.8%
were married, 64.3% employees live in semi urban area,
42.9% service period <36 month.
Table 1: Socio-demographic characteristic of bank
employees
Variables
Number
(%)
Gender
Male
50
89.3
Female
6
10.7
Age of the respondents (in years)
<30
18
32.2
30-35
26
46.4
>35
12
21.4
Religion of the respondents
Islam
51
91.1
Hindu
5
8.9
Education of the respondents
Honors degree
5
8.9
Master’s degree
51
91.1
Designation of the respondents
TAO/AO/JO/ACO1
24
42.9
Officer
15
26.8
SO/PO/EO/Grade- ii2
9
16.1
SPO/SEO/Grade-i3
8
14.2
Salary of the respondents
≤2500
12
21.4
25,001-35,000
17
30.4
35,001-45,000
10
17.8
>45,000
17
30.4
Family member of the respondents
<<3
17
30.4
4
16
28.5
>4
23
41.1
Marital status of the respondents
Married
43
76.8
Unmarried
13
23.2
Geographic location of
respondents
Rural
5
8.9
Semi- Urban
36
64.3
Urban
15
26.8
Family income of the respondents
<45000
17
30.4
45000-65000
19
33.9
>65000
20
35.7
Service period of the respondents
<36
24
42.9
36-60
16
28.5
>60
16
28.6
Working Environment
Participative
31
55.4
Autonomy
25
44.6
1=Training Assistant Officer/Assistant Officer/Junior
Officer/Assistant Officer Cash
2=Senior Officer/Principal Officer/Executive Officer/Grade- ii
3=Senior Principal Officer/ Senior Executive Officer/Grade-i

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: Relationship between Socio-Demographic Characteristics and Job Satisfaction: Evidence from Private Bank Employees (65-72)
Page 68 American Journal of Trade and Policy ● Vol 7 ● Issue 2/2020
Table 2: Association between job satisfaction indicators and Sex
Variables
Sex
P Value
Male
Female
Availability of Tools and Resources
No
24(88.9%)
3(11.1%)
1.00
Yes
26(89.7%)
3(10.3%)
Participation in decision
No
35(92.1%)
3(7.9%)
.374
Yes
15(83.3%)
3(16.7%
Training facilities
No
23(95.8%)
1(4.2%)
.223
Yes
27(84.4%)
5(15.6%)
Gender discrimination
No
36(85.7%)
6(14.3%)
.319
Yes
14(100%)
0(0.0%)
Increase knowledge & Capacity
No
1(33.3%)
2(66.7%)
.028
Yes
49(92.5%)
4(7.5%)
Table 3: Association between job satisfaction indicators and Age
Variables
Age
P Value
<30
30-35
>35
Availability of Tools & Resources
No
9(33.3%)
13(48.1%)
5(18.5%)
0.877
Yes
9(31.0%)
13(44.8%)
7(24.1%)
Participation in decision
No
13(34.2%)
21(55.3%)
4(10.5%)
0.013
Yes
5(27.8%)
5(27.8%)
8(44.4%)
Training facilities
No
8(33.3%)
13(54.2%)
3(12.5%)
0.346
Yes
10(31.3%)
13(40.6%)
9(28.1%)
Gender discrimination
No
12(28.6%)
22(52.4%)
8(19.0%)
0.302
Yes
6(42.9%)
4(28.6%)
4(28.6%)
Increase knowledge & Capacity
No
2(66.7%)
1(33.3%)
0(0.0%)
0.373
Yes
16(30.2%)
25(47.2%)
12(22.6%)
Table 4: Association between job satisfaction indicators and Education
Variables
Education
P Value
Honors
Master
Availability of Tools and Resources
No
3(11.1%)
24(88.9%)
0.664
Yes
2(6.9%)
27(93.1%)
Participation in decision
No
4(10.5%)
34(89.5%)
1.0
Yes
1(5.6%)
17(94.4%)
Training facilities
No
4(16.7%)
20(83.3%)
0.153
Yes
1(3.1%)
31(96.9%)
Gender discrimination
No
4(9.5%)
38(90.5%)
1.0
Yes
1(7.1%)
13(92.9%)
Increase knowledge & Capacity
No
0(0.0%)
3(100.0%)
1.0
Yes
5(9.4%)
48(90.6%)

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According to table 2 around 92.5% male employees
reported that the current organization helped to increase
their knowledge and working capacity (p<0.028). On the
contrary around 66.7% female recorded that they have
very little opportunity which can increase their knowledge
and working capacity. Table 3 showed that more than half
employees (55.3%,) of 30-35 age group could not take part
in decision making where around 44.4% employees of
more than 35 age group can participate (p<0.013). In table
4, we did not find any significant relationship between
education and job satisfaction indicators. Although
Availability of tools and resources were closed.
Table 5: Association between job satisfaction indicators and Salary
Variables
Salary
P Value
≤2500
25,001-35,000
35,001-45,000
>45000
Availability of Tools and Resources
No
6(22.2%)
9(33.3%)
5(18.5%)
7(25.9%)
0.915
Yes
6(20.7%)
8(27.6%)
5(17.2%)
10(34.5%)
Participation in decision
No
11(28.9%)
15(39.5%)
7(18.4%)
5(13.2%)
0.000
Yes
1(5.6%)
2(11.1%)
3(16.7%)
12(66.7%)
Training facilities
No
7(29.2%)
11(45.8%)
4(16.7%)
2(8.3%)
0.011
Yes
5(15.6%)
6(18.8%)
6(18.8%)
15(46.9%)
Gender discrimination
No
10(23.8%)
14(33.3%)
6(14.3%)
12(28.6%)
0.510
Yes
2(14.3%)
3(21.4%)
4(28.6%)
5(35.7%)
Increase knowledge & Capacity
No
1(33.3%)
1(33.3%)
1(33.3%)
0(0.0%)
0.658
Yes
11(20.8%)
16(30.2%)
9(17.0%)
17(32.1%)
From table 5, we found that employees who withdrew
highest salary (66.7%) could participate in decision making
(p<0.000) and around 46.9% got proper training facility.
But employees were those whose salary were in between
25,001-35,000 (39.5%) could not take part in decision
making and around 45.8% did not get proper training.
Table 6: Association between job satisfaction indicators and Geographic Location
Variables
Geographic Location
P Value
Rural
Semi- Urban
Urban
Availability of Tools and Resources
No
2(7.4%)
20(74.1%)
5(18.5%)
0.326
Yes
3(10.3%)
16(55.2%)
10(34.5%)
Participation in decision
No
4(10.5%)
25(65.8%)
9(23.7%)
0.669
Yes
1(5.6%)
11(61.1%)
6(33.3%)
Training facilities
No
4(16.7%)
16(66.7%)
4(16.7%)
.108
Yes
1(3.1%)
20(62.5%)
11(34.4%)
Gender discrimination
No
4(9.5%)
25(59.5%)
13(31.0%)
0.417
Yes
1(7.1%)
11(78.6%)
2(14.3%)
Increase knowledge & Capacity
No
0(0.0%)
1(33.3%)
2(66.7%)
0.267
Yes
5(9.4%)
35(66.0%)
13(24.5%)
In table 6, it has been found that there was no significant
association between job satisfaction indicators and
geographic location. But training facilities (p=0.108) was
close to significance level.

Rahman
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: Relationship between Socio-Demographic Characteristics and Job Satisfaction: Evidence from Private Bank Employees (65-72)
Page 70 American Journal of Trade and Policy ● Vol 7 ● Issue 2/2020
Table 7: Association between job satisfaction indicators and Family Income
Variables
Family Income
P Value
<45000
45000-65000
>65000
Availability of Tools and
Resources
No
9(33.3%)
10(37.0%)
8(29.6%)
0.657
Yes
8(27.6%)
9(31.0%)
12(41.4%)
Participation in decision
No
14(36.8%)
16(42.1%)
8(21.1%)
0.004
Yes
3(16.7%)
3(16.7%)
12(66.7%)
Training facilities
No
9(37.5%)
11(45.8%)
4(16.7%)
0.035
Yes
8(25.0%)
8(25.0%)
16(50.0%)
Gender discrimination
No
15(35.7%)
13(31.0%)
14(33.3%)
0.318
Yes
2(14.3%)
6(42.9%)
6(42.9%)
Increase knowledge & Capacity
No
1(33.3%)
2(66.7%)
0(0.0%)
0.343
Yes
16(30.2%)
17(32.1%)
20(37.7%)
Table 7 illustrated that employees whose family income
were higher than others around 66.7% of them had the
opportunity to part in decision making, in contrast,
employees, whose family income were between 45000-6500
around 42.2% of them could not participate in decision
making and 45.8% did not have proper training facilities.
DISCUSSION
The work discovered significant co-relation between socio-
demographic variables (Sex, Age, Salary and Family
Income) with job satisfaction indicators (increase knowledge
& capacity, participation in decision and training facilities).
Although, education and geographic location did not show
any significant relation with job satisfaction indicators. Our
study is consistent with other studies, such as, Heidarian et
al. (2015) in Iran, found significance relation between
demographic characteristics, for example, age, marital
status, gender, higher status and years of service, and
motivational factors, such as, advancement, recognition,
responsibility, education and development, interpersonal
relations, equity, pay, job security, recognition,
attractiveness of job supervision, organizational policies,
working conditions. Tabatabaei et al. (2013) revealed that
there was a correlation between a few demographic
variables, for example, like sex, age, education and with few
organizational factors, such as, jobs situation, work shifts
and hours. Azad et al. (2011) conducted a study to
investigate the effects of demographic factors, job
satisfaction and locus of control on organizational
commitment of records management personnel in Nigerian
private universities. And he found that job satisfaction, the
locus of control and all the demographic factors (i.e. gender,
age, marital status, education and job tenure) were
positively related to organizational commitment. Mehrad et
al. (2015) showed opposite result where his study revealed
that demographic characteristics gender has no significant
relation to job satisfaction indicators namely pay, work,
promotion, and co-worker.
This study showed that sex has significance relation with
the opportunity of increasing capacity and knowledge.
Different studies showed different outcomes such as,
Rahman et al. (2017) revealed that male is more satisfied
than their female counterpart considering the indicators,
such as salary, bank’s sympathetic view, bonus, reward,
working with colleagues, leave rules, job security,
appraisal and evaluation and working schedule and
satisfied workers are tending to improve knowledge and
capacity. Mehrad et al. (2015) illustrated there was a
significant relationship between supervision as one of the
dimensions of job satisfaction and sex. Robbins and Judge
(2009) claimed that sex affect some variables such as job
satisfaction, turnover, and performance, Nasir et al. (2011)
shown that gender and education moderated the
relationship between job satisfaction and task
performance, Heidarian et al. (2015) found female
employees had little opportunity to participate in goal
setting and decision making. Rahim (1982) showed that
females were more satisfied than males when income, age,
and education were controlled through covariance. Income
and age positively affected job satisfaction when sex,
marital status, and job categories were controlled through
covariance. Rana (2015) inferred that male and female
workers have a significantly different level of job
satisfaction. Zou (2015) reported opposite scenario that
Women, either in full-time or part-time employment,
report significantly higher levels of job satisfaction than
men where Rast and Tourani (2012) and Ali and Akhter
(2009) found that there is no significant difference between
male and female employees’ job satisfaction.

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This study also presented age is significantly associated with
participation in decision making. Altimus Jr. and Tersine
(1973) revealed that younger workers were found to be
significantly lower in satisfaction with work itself, esteem,
self-actualization, and total work satisfaction. The
perceptions and satisfaction level of young blue-collar
workers were quite different from their older counterparts.
Heidarian et al. (2015) found that job satisfaction indicators
like as attractiveness of job, working condition, supervision
and organization policies were significantly associated with
age. Robbins and Judge (2009) revealed that age had an
effect on performance, job satisfaction and turnover. Curtis
(2008) illustrated that nurses under the age of 35 were less
satisfied than those over the age of 36. Nasir et al. (2011)
shown that age and tenure did not moderate the relationship
between job satisfaction and task performance. Rahman et
al. (2017) showed that employees of 30-35 age groups had
low levels of job satisfaction. Job satisfaction increases with
age. Why age has a positive relation to job satisfaction?
Gibson and Klein (1970) showed the reasons; first, older
people seem to have a different relationship to authority
than younger people. Second, they have higher needs to be
directed and to accept orders, and third, cognitive structures
are different from those of younger people. Bae (2008)
revealed different result that laborers older than 60 years
had a low job satisfaction.
In our study, we have found salary and family income have a
significant association with participation in decision making
and training facilities. Heidarian et al. (2015) showed salary
and education have a significant association. Michael (2003)
found that good family support reduces individuals' negative
experiences at work. Asadullah et al. (2019) said that
compensation is the major element that affects the employee
performance. Judge et al. (2010) illustrated pay level is only
marginally related to satisfaction. Mahnaz et al. (2013)
showed that the employees who receive more salaries have
more job satisfaction. But Young et al. (2014) showed a
surprising result which was salary has a negative relationship
to both job and life satisfaction.
LIMITATIONS OF THE STUDY
The main limitation of this study is small sample size. Some
employees denied giving information which may limit our
study. We consider only private bank’s employee which is
another limitation. However, it represented a clear picture
of associations between demographic characteristics and job
satisfaction among employee in Bangladesh.
CONCLUSION AND RECOMMENDATION
The purpose of this study was to explore the significant
relationships between demographic characteristics and job
satisfaction among private bank employees in Bangladesh
and the result hit the objective. This study revealed significant
associations between demographic characteristics, such as,
sex, age, salary and family income and job satisfaction
indicators which were participation in decision, training
facilities and increase knowledge and capacity. This finding
will help the policy maker to formulate new strategies and
also to revise the existing one to ensure employees satisfaction
toward their job. To prompt employee’s satisfaction more
strategies could be developed such as employees should be
given the opportunity to participate in decision making,
fixing working hour, transparency, equitable and competitive
compensation and promotion system, ensuring effective
training and development program, removing gender
discrimination. More research on job satisfaction is essential
to formulate the strategy to keep the employees satisfied with
their job.
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