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A comparative study of the factors affecting the job satisfaction of the employees of National and Pasargad Banks based on Ahranjani's three-pronged model

Number of pages: 116 File Format: word File Code: 31301
Year: 2013 University Degree: Master's degree Category: Management
Tags/Keywords: Ahranjani's three-pronged model - Human resources - job satisfaction - job satisfaction
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  • Summary of A comparative study of the factors affecting the job satisfaction of the employees of National and Pasargad Banks based on Ahranjani's three-pronged model

    Dissertation for Master's Degree (M.A)

    Tension: Financial Management

    Abstract

    The purpose of this research is to investigate the factors affecting the job satisfaction of the employees of National and Pasargad Banks. The research method is descriptive-survey and a researcher-made questionnaire with a reliability of 0.86 was used to collect information. The statistical population of this research includes all employees of National and Pasargad banks in Saveh city, and sampling was done randomly using Morgan's table, the results of which include 81 employees of National Bank and 32 employees of Pasargad Bank. In this research, t-test, factor analysis and Friedman were used to analyze the data. The results of the research showed that there is a significant difference between the views of the employees of National Bank and Pasargad regarding the contextual, structural and behavioral factors affecting job satisfaction, so that the most important factors of job satisfaction in National Bank are: promotion based on meritocracy, managers' emphasis on employee motivation, the existence of justice and fairness for all employees, and in Pasargad Bank, managers' emphasis on employee motivation, attention to the spirit of effort and perseverance, and payments based on merit.

    Chapter 1

    Overview of the plan

     

    1-1 Introduction

    In today's fast-paced world, everyone wants to have a job, and in fact, one of the factors of feeling secure and self-confident is having a job and social activity.

    Job satisfaction is one of the most important results of a correct and appropriate choice in choosing a career, which provides compatibility with work, the possibility of creativity, satisfactory relationships with colleagues, and increased self-esteem[1]. brings On the contrary, job incompatibility is a problem that causes frequent change of job, absenteeism, dissatisfaction with oneself and job, lack of feeling of security and anger and dislike of work.

    Human resources are the main and most valuable factor in the performance of organizations. Of course, this value becomes more clear when organizations attract their real needs, expert and interested human resources and try to preserve, maintain and cultivate them, otherwise this valuable resource will become an unnecessary burden and disrupt order (Tabari, 2017). They have and believe that the dimensions of job satisfaction include:

    1- The dimension of the nature of work: the scope of tasks that employees perform and provides opportunities for learning and acceptance of responsibility.

    2- The dimension of supervision: the technical and managerial abilities of supervisors and the considerations that supervisors show for the interests of employees.

    3- The dimension of salaries and wages: the amount of salary received, perceived equality regarding salaries and the method of payment.

    4-Promotion opportunities: access to real opportunities for progress

    5-Colleagues: the level of friendship, technical competence and support shown by colleagues (Arshadi, 2008).

    1-2 statement of the problem

    In today's world, where the competition between organizations has increased significantly, it is very important to outdo competitors and requires appropriate tools, and in financial and service organizations and institutions that are the most important Human resources are their capital and tool to attract more resources, market and customers. Human resources should be used with appropriate conditions. On the other hand, job satisfaction is a quality of human resources that, if managed correctly, will bring good results to the organization. Increasing productivity, increasing morale, organizational commitment, physical and mental health, and life satisfaction are among the positive effects of job satisfaction for individuals and organizations. In contrast; Absence, lateness, leaving service, burnout and early retirement are considered as negative consequences of job satisfaction for the individual and the organization. George and Jones (1999) believe that job satisfaction is a level of positive feelings and attitudes that people have towards their jobs, and of course this can be influenced by factors such as salaries and benefits, job characteristics, job and employee fit, job security, and so on.

    Some thinkers believe that job satisfaction is basically based on satisfying one's internal forces in the work environment. In such theories, it is assumed that the more a person's psychological needs and knowledge are satisfied, the more satisfied and productive he will be.

    But a number of theories, instead of focusing only on the individual to explain job satisfaction, also attach great importance to the context of the organization. This group of theories is very important for managers because it includes simple processes for the initiation, direction and continuation of job satisfaction. Among these theories, Herzberg's two-factor theory can be mentioned in explaining job satisfaction. In completing Maslow's Hierarchy Theory, Herzberg believed in the separation of motivational factors and health factors, and considered motivational factors that include success, reputation, work ethic, responsibility, progress, and growth as the main factors of job satisfaction, and considered health factors only as dissatisfaction factors (Herzberg, 1989). Employees, directly or indirectly, and through their comments, gain an equal share in organizational decisions that management often reserves for themselves. According to Hersey and Blanchard (1972), participation in decision-making gives employees the opportunity to feel that they are part of the organization and are considered an important factor in the decision-making process. Therefore, their needs of bonding and self-esteem will be fulfilled and they will feel satisfied. According to him, organizational climate is the perceptions that a person has about the type of organization he works in. Organizational atmosphere can affect motivation, performance and job satisfaction.

    On the other hand, based on the available evidence and according to the researcher's observations, experiences, and interviews with managers and employees, it was determined that job satisfaction is not at the optimal level and without a doubt, the existence of these problems will reduce the effectiveness, efficiency, and productivity of the organization. Considering the importance of this variable in the performance of individuals and organizations, it is necessary to study and investigate it more. Therefore, organizations should identify the factors affecting organizational job satisfaction and by removing the negative factors and strengthening the positive factors affecting it, increase the level of job satisfaction in the organization to increase individual and organizational productivity. Therefore, according to Ahranjani's three-pronged model, the researcher considers all factors affecting job satisfaction in three branches; environmental (external factors), structural (factors within the organization), behavioral (individual factors, etc.) have been grouped to be studied in order to adopt appropriate solutions according to the results obtained and by increasing the job satisfaction of employees to provide the basis for the organization to progress as much as possible. They leave the organization and resign more often, but satisfied people are less absent from work and do their work regularly and accurately.

    2- It has been proven that satisfied employees have better health and live longer. Dissatisfied people are susceptible to all kinds of diseases, from headaches to cardiovascular diseases.

    3- Job satisfaction from work is a phenomenon that goes beyond the boundaries of the organization and the company, and its effects can be seen in the private life of the individual and outside the organization, and a satisfied employee conveys happiness from the organization to home and society. Therefore, this phenomenon can be defended by considering the social responsibilities and the amount of money that will be given to the society in the shadow of job satisfaction (Frotan, 1379).

    1-4 Research Objectives

    The general objective:

    Identify and compare the factors affecting the job satisfaction of the employees of National Banks and Pasargad Saveh and then prioritize them.

  • Contents & References of A comparative study of the factors affecting the job satisfaction of the employees of National and Pasargad Banks based on Ahranjani's three-pronged model

    List:

    Abstract ..1

    The first chapter. 2

    1-1 Introduction 3

    1-2 Statement of the problem 4

    1-3 Necessity and importance of research. 6

    1-4 research objectives. 7

    1-5 research questions. 8

    1-6 methods of information collection and data analysis 8

    1-7 research scope. 9

    1-8 theoretical framework and conceptual model of research. 9

    1-9 relationship between questionnaire components and questions. 10

    1-10 operational definitions of research. 12

    Chapter Two 14

    Introduction 15

    2-1 Theoretical foundations and research literature. 16

    2-1-1 Sociological studies (1917-1858) 16

    2-1-2 Surveys of psychologists. 17

    2-1-3 Theories 18

    2-1-4 Job definition. 23

    2-1-5 job selection factors. 24

    2-1-6 Definition of consent. 24

    2-1-7 Definition of job satisfaction. 25

    2-1-8 Job satisfaction is a measure of the quality of work life. 26

    2-1-9 Job satisfaction and production. 28

    2-1-10 determinants of job satisfaction. 29

    2-1-11 Effects of job satisfaction. 34

    2-1-12 Measurement of job satisfaction. 35

    2-2 Foreign research. 41

    2-3 internal investigation. 49

    2-4 History of National Bank. 51

    Conclusion. 53

    Chapter 3 55

    Introduction 56

    3-1 Research method. 56

    2-3 Statistical population. 56

    3-3 statistical sample and sampling method. 57

    3-4 research variables. 58

    3-5 data collection tools. 58

    6-3 data analysis method 59

    Chapter four 60

    Introduction .. 61

    4-1 description of research findings. 61

    4-2) Inferential results of the research. 73

    The fifth chapter. 88

    Introduction 89

    5-1 Summary of research results. 89

    5-2 discussion and conclusion. 90

    Suggestions 92

    5-3-1 Suggestions resulting from research. 92

    5-3-2 Suggestions for future researchers. 94

    5-4 Limitations 94

    5-4-1 Limitations set by the researcher: 94

    1-4-2) Limitations beyond the control of the researcher. 94

    List of sources. 95

    Appendices 102

    Source:

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A comparative study of the factors affecting the job satisfaction of the employees of National and Pasargad Banks based on Ahranjani's three-pronged model
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