This chapter presents the main findings of the study. First this chapter presents the demographic characteristics of the participants. Secondly this chapter reports the study‘s descriptive statistics, reliability analysis, the Person correlation analysis, and the linear and multiple regression analysis. In addition this chapter also presents the discussions of the findings.
Descriptive Statistics
Sample Characteristics
For the formal study, 200 questionnaires were distributed among the employees of Banco Atlántida. A total of 150 were collected and validated, this corresponds to a response rate of 75%.
As shown in the table 4.1, most of the participants are between the ages of 24 to 33 years.
The majority of the participants were male (54%). In terms of marital status 53 % are married and 41% are single. Regarding with the years of experience within the current organization, most of the participants have been with the organization for 2 to 3 years (27%). Concerning with the participant‘s educational level, the majority have a bachelor‘s degree (58%) and 27% hold a high school diploma.
Table 4.1. 5
Demographic Characteristics of the Sample
Variable Category Frequency Percentage %
Age 18-23 10 6.70
24-28 41 27.30
29-33 51 34.00
34-38 34 22.70
39 or more 14 9.30
Gender Female 69 46.00
Male 81 54.00
(Continued)
37
Marital Status Single 61 40.70
Married 80 53.30
Other 9 6.00
Education Level High School Diploma 41 27.30
Bachelor Degree 87 58.00
Master Degree 21 14.00
PhD 1 0.70
Tenure 0-1 22 14.67
2-3 41 27.33
4-5 29 19.33
6-7 28 18.67
8-9 14 9.33
10 or more 16 10.67
Descriptive Statistic of the Different Dimensions
This section presents the mean and standard deviation for each item of the research instrument. The research instrument has some reverse coded questions, which have been recoded in SPSS. All the variables were measured using a 5 point Likert scale.
.
Descriptive statistics for organizational commitment.
Table 4.2 illustrates the descriptive analysis for organizational commitment. From the table, item OCC11 ―Too much in my life would be disrupted if I decided to leave my organization now‖
has the highest mean score (M=4.11). This indicates that the majority of the employees agree with the fact that there life‘s will be affected if they leave the organization. While the lowest mean score (M=2.7) is item OCN19 ―Jumping from organization to organization does not seem at all unethical to me‖ this means that most of the employees believe that is acceptable to jump from organization to organization, they do not consider it unethical.
Table 4.1. (continued)
38 Table 4.2. 6
Descriptive Statistics for Organizational Commitment
Code Items Mean Std. Dev
Affective Commitment
OCA1 I would be very happy to spend the rest of my career in this organization.
3.94 1.09
OCA2 I enjoy discussing about my organization with people outside it 4.03 1.11 OCA3 I really feel as if this organization‘s problems are my own 3.91 1.07 OCA4* I think that that I could easily become as attached to another
organization as I am to this one
2.33 1.28
OCA5* I do not feel like ―part of the family‖ at my organization. 3.83 1.32 OCA6* I do not feel ―emotionally attached‖ to this organization. 3.6 1.42 OCA7 This organization has a great deal meaning for me. 3.97 1.38 OCA8* I do not feel a strong sense of belonging to my organization. 3.73 1.48 Continuance Commitment
OCC9* I am not afraid of what might happen if I quit my job without having another one lined up.
2.91 1.49
OCC10 It would be very hard for me to leave my organization right now, even if I wanted to.
3.89 1.24
OCC11 Too much in my life would be disrupted if I decided to leave my organization now
4.11 1.04
OCC12* It wouldn‘t be too costly for me to leave my organization now. 2.95 1.55 OCC13 Right now, staying with my organization is a matter of necessity
as much as desire.
3.69 1.30
OCC14 I feel that I have very few options to consider leaving this organization.
3.36 1.35
OCC15 One of the few serious consequences of leaving this organization would be the scarcity of available alternatives
3.97 1.16
OCC16 One of the major reasons I continue to work for this organization is that leaving would require considerable personal sacrifice;
another organization may not match the overall benefits I have here.
4.04 1.13
(Continued)
39 Normative Commitment
OCN17 I think that people these days move from company to company too often.
3.6 1.20
OCN18* I do not believe that a person must always be loyal to his or her organization
3.48 1.55
OCN19* Jumping from organization to organization does not seem at all unethical to me.
2.7 1.33
OCN20 One of the major reasons I continue to work in this organization is that I believe loyalty is important and therefore feel a sense of moral obligation to remain.
4.01 1.10
OCN21 If I got another offer for a better job elsewhere I would not feel it was right to leave my organization
3.05 1.33
OCN22 I was taught to believe in the value of remaining loyal to one organization.
3.82 1.23
OCN23 Things were better in the days when people stayed in one organization for most of their careers
3.87 1.13
Note. N=150
* represent the reverse coded items
5-point Likert‘s scale from: 1 (strongly disagree) to 5 (strongly agree).
Descriptive statistics for job stress.
The table 4.3 shows the descriptive statistics for Job stress. From this table, the highest mean score is the item JSRC4 ―I have to do things that should be done differently‖ (M= 3.37), this is a neutral value, which indicates that employees are ―neutral‖ about this item. On the other side the lowest mean score belongs to the item JSRA3 ―I know how to go about getting my job done‖ (M= 1.43) this indicates that most of the employees do not have knowledge and clear guidelines of how to get their job done.
Table 4.2. (continued)
40 Table 4.3. 7
Descriptive Statistics for Job Stress
Code Items Mean Std. Dev
Role Ambiguity
JSRA1* I am Knowledgeable of what is expected of me at work. 1.53 0.68 JSRA3* I know how to go about getting my job done. 1.43 0.58 JSRA7* I know what my duties and responsibilities are. 1.55 0.84 JSRA10* I am knowledgeable for the goals and objectives of my
department.
1.67 1.01
JSRA12* I understand how my work fits into the overall aims of the company.
1.87 1.13
Role Overload
JSRO2 There is a need to reduce some parts of my role. 3.19 1.38
JSRO5 I feel overburdened in my role. 2.85 1.37
JSRO8 I have been given too much responsibility. 2.95 1.43
JSRO11 My workload is too heavy. 2.77 1.46
JSRO14 The amount of work I have to do interfere with the quality I want to maintain.
2.49 1.28
Role Conflict
JSRC4 I have to do things that should be done differently. 3.37 1.39 JSRC9 I receive an assignment without the resources to complete it. 2.8 1.55 JSRC13 I have to buck (bend) a rule or policy in order to carry out an
assignment.
2.47 1.35
JSRC15 I receive incompatible requests from two or more people. 2.25 1.37 JSRC16 I have to work under vague directions or orders. 2.57 1.52 Note. N=150
* represent the reverse coded items
5-point Likert‘s scale from: 1 (strongly disagree) to 5 (strongly agree).
41
Descriptive statistics for training and development.
According to the table 4.4, the item TDTB15 ―Participating in training programs increase my chances of performing better‖ has the highest mean score (M=4.527). This indicates that the majority of the employees believe that participating in training programs will allow them to improving their performances. In contrast item TSTSC2 ―My co-workers tend to resist my efforts to apply new knowledge or skills on the job‖ has the lowest mean score (M=3.293), this is neutral value, and implies that most of the employees are neutral about the fact that their co-workers are being supportive of their efforts of applying new knowledge and skills on the job.
Table 4.4. 8
Descriptive Statistics for Training & Development
Code Items Mean Std. Dev
Perceived Support of training from colleagues
TDTSC1 I can count on my co-workers to provide me with help and services needed to complete my job assignments.
4.047 1.09
TSTSC2* My co-workers tend to resist my efforts to apply new knowledge or skills on the job.
3.293 1.45
TDTSC3* More experienced co-workers are usually reluctant to give advice.
3.353 1.48
Management training support
TDTSM4 I feel comfortable discussing my skill weaknesses with my manager.
3.473 1.36
TDTSM5 My manager is supportive of my efforts to acquire new knowledge and skills.
4.127 0.97
TDTSM6 My employer values development of new skills or acquisition of new knowledge.
4.253 0.94
TDTSM7 When I make a mistake, my manger usually treats it as a learning experience that can prevent failure and improve performance in the future.
4.100 1.08
TDTSM8 My manager shares information with me about problems or trends in the company that can influence my career plans.
3.993 1.09
(Continued)
42
TDTSM9 My Manager makes sure I get the training needed to remain in the organization and be effective in my job.
4.280 0.93
Training Motivation
TDMT10 I try to learn as much as I can from training programs. 4.527 0.74 TDMT11 I am usually motivated to learn the skills emphasized in
training programs.
4.493 0.68
TDMT12 I am willing to invest effort to improve skills and competences related to my current job.
4.573 0.66
TDMT13 I am willing to invest effort to improve skills and competences in order to have career progression.
4.613 0.66
Training Benefits
TDTB14 Participating in Training programs Help my personal developing.
4.453 0.77
TDTB15 Participating in Training programs Increase my chances of performing better.
4.527 0.68
TDTB16 Participating in Training programs Result in having to do extra work that would add value.
4.313 0.88
TDTB17 Participating in Training programs Result in more opportunities to pursue different career paths.
4.420 0.82
TDTB18 Participating in Training programs Help me stay up-to date on new processes and products or procedures related to my job.
4.480 0.71
Note. N=150
* represent the reverse coded items
5-point Likert‘s scale from: 1 (strongly disagree) to 5 (strongly agree).
Descriptive statistics for compensation.
As the table 4.5 shows the items with the highest mean score are COMPB7 ―Amount the company pays towards my benefits‖ and COMPB6 ―The value of my benefits‖ with a mean of 4.07 and 4:06 respectively. This indicates that most of the employees are satisfied with the benefits the company provides. In the other side, the items with the lowest mean scores are COMPR11 ―The raises I have typically received in the past‖ and COMPR9 ―My most recent
Table 4.4. (continued)
43
raise‖ with a mean of 3.61 and 3.63 respectively. This indicates that most of the employees are on average ―neutral‖ about these items.
Table 4.5. 9
Descriptive Statistics for Compensation
Code Items Mean Std. Dev
Pay Level
COMPL1 My current salary. 3.83 1.12
COMPL2 My overall level of pay. 3.81 1.12
COMPL3 Size of my current salary. 3.77 1.15
COMPL4 My take-home pay. 3.76 1.23
COMPL5 My benefit package. 4.02 1.08
Benefits
COMPB6 The Value of my benefits. 4.06 1.06
COMPB7 Amount the company pays toward my benefits. 4.07 1.02
COMPB8 The number of benefits I receive. 4.03 1.03
Raises
COMPR9 My most recent raise. 3.63 1.22
COMPR10 Influence my supervisor has over my pay. 3.72 1.11
COMPR11 The raises I have typically received in the past. 3.61 1.21
COMPR12 How my raises are determined 3.71 1.23
Administration
COMPA13 The company‘s pay structure 3.84 1.14
COMPA14 Information the company gives about pay issues of concern to me.
3.86 1.09
COMPA15 Consistency of the company‘s pay polices 3.82 1.11 COMPA16 Differences in pay among jobs in the company 3.68 1.17
COMPA17 How the company administers pay 4.05 0.95
Note. N=150
5-point Likert scale from: 1 (very satisfied) to 5 (very dissatisfied).
44 Descriptive statistics for job satisfaction.
As Table 4.6 shows the item with the highest mean score are JSSV1 ―I am satisfied with my job as it provides me with the opportunity that improves my skills‖ and JSSV3 ―Give me an opportunity to do different tasks‖ with a mean of 4.37 respectively. This indicates that most of the employees are satisfied with their jobs as it provides them with the opportunity to improve their skills and also gives the opportunity to perform different tasks. The item with the lowest mean score but with not a big of a difference is JSTS7 ―The work is arranged so that I have a chance to do things for other people‖ (M=4.07) is still higher than average, which indicates that on average employees still believe that their work is arranged so that they can do thing for other people.
Table 4.6. 10
Descriptive Statistics for Job Satisfaction
Code Items Mean Std. Dev
Skills Variety
JSSV1 I am satisfied with my job as it provides me with opportunity that improves my skills.
4.37 0.82
JSSV2 It provide me with a variety of work. 4.35 0.76
JSSV3 Give me an opportunity to do different tasks. 4.37 0.78 Task Identity
JSTI4 I feel satisfied with my job as it allows me with the opportunity to complete the work I start.
4.33 0.78
JSTI5 My job is arranged so that I have a chance to do the job from one stage to the other.
4.15 0.91
JSTI6 The task is arranged so that I may see work assignment through their final completion.
JSTS8 The task is relatively significant in the organization. 4.29 0.86 JSTS9 The task is very significant in the broader scheme of
things.
4.2 0.89
(Continued)
45 Autonomy
JSA10 I am satisfied with the autonomy to do my own work. 4.21 0.94 JSA11 Provides the opportunity for independent thought and
action.
4.21 0.95
JSA12 My job gives me considerable opportunity for independence and freedom in how I do my work.
4.27 0.87
Feedback from the job itself and from agents
JSF13 I am satisfied with feedback provided on how well I am performing as I am working.
4.17 0.96
JSF14 Provides me with the opportunity to find out how well I am doing (Job Evaluation)
4.18 0.93
JSF15 Provides me with feeling that I know whether I am performing well or poorly (performance appraisal.
4.23 0.89
Note. N=150
5-point Likert scale from: 1 (very satisfied) to 5 (very dissatisfied).
Mean Comparison
Independent T-test.
T-test is used to test whether there is a statistically significant difference between the means in two groups. In this case the researcher tested whether there was a difference in mean between the female and male employees. According to the results there were no significant differences between these two groups. The following table shows the results:
Table 4.7. 11 Independent T-Test
Gender N Mean SD F Sig.
Organizational Commitment Female 69 3.65 0.42
1.10 0.30
46 differences in the mean based on the education level variable, which includes three groups, these are: High school diploma, bachelor degree, and master‘s degree. According to the results there was no significant difference among the means with respect to the educational level variations.
The following table shows the results:
Table 4.8. 12
Training and Development High School
0.98 0.38
Note.The mean difference is significant at the 0.5 level Table 4.7. (continued)
47
Reliability Analysis
Cronbach‘s Alpha was used to test the validity and reliability of the questionnaire. The following table shows the result obtained from the pilot study and also the results from the formal study. All the variables exceeded the .70 criterion, meaning that the questionnaires were acceptable to use.
Table 4.9. 13
Cronbach’s Alpha Values
Variables
Items Cronbach's Alpha
Pilot Study
Formal
Study Pilot Study Formal Study
Organizational Commitment 24 23 0.81 0.72
Job Satisfaction 15 15 0.95 0.95
Training and Development 18 18 0.90 0.84
Job Stress 16 16 0.87 0.84
Compensation 18 17 0.96 0.96
Correlation Analysis
Correlation Analysis was conducted to measure the strength of the relationship between the independent variables, the mediator and the dependent variable. In the current study the researcher used The Person correlation analysis(r), this is a statistic analysis designed to measure the strength of a liner relationship between two variables. According to this analysis correlation is defined only if it has values within the range from -1 to +1, a value of zero indicates that the variables are not associated with each other‘s (Gray & Kinnear, 2012).
According to the table 4.8 there is a significant correlation between years working in the organization and age (r=.690**, p <0.01). This indicates that older employees have been in the organization for a longer time.
Organizational commitment is positively correlated with job satisfaction(r= .589**, p<0.01), training and development (r=.520**, p<0.01), and compensation (r=.379**, p<0.01).However job satisfaction is negatively correlated to Job Stress (r=-.475**, p<0.01).
48
In addition, job satisfaction is also positively correlated training and development (.664**, p<0.01), compensation (r=.584**, p<0.01) and is negatively correlated with job stress (r=.-.354**, p<0.01).
Job stress also shows a negative correlation with training and development (r=-.337**, p<.01), however there seems to be no relationship between job stress and compensation (r= -.037, p>.01).
Training and development is positively correlated to compensation (r=.481**, p<.01).
Table 4.10. 14 Correlation Analysis
Measures Age Gender Tenure Commit Job Sat.
Job
Stress T&D Comp.
Age 1
Gender 0.093 1
Tenure .690** 0.059 1
Commitment 0.097 -0.099 0.038 1
Job Sat. 0.108 0.001 0.087 .589** 1
Job Stress -0.035 0.028 -0.073 -.475** -.354** 1
T & D 0.028 -0.079 0.084 .520** .664** -.337** 1
Comp. -0.066 -0.068 -0.123 .379** .584** -0.037 .481** 1 Note. p **<.01.
Gender: Female (1) Male (2)
Hypotheses Test
In addition to the Person Correlation analysis, the researcher also conducted a linear and multiple regression analysis to test the effect the three independent variables have on job satisfaction; the influence job satisfaction has on organizational commitment, and the mediator effect of job satisfaction.
Training and Development and Job Satisfaction
Hypothesis 1 of this study tested whether training and development is positively related to job satisfaction. To examine this relationship, job satisfaction was set as the dependent variable.
Based on the results, the overall = .441, this indicates that training and development explains
49
44% of the variation in the job satisfaction variable. The F value of 116.53 indicates that the relationship between training and development and job satisfaction is positively significant.
Table 4.11. 15
Linear Regression Analysis of Training and Development and Job Satisfaction.
Model
Hypothesis 2 tested whether compensation is positively related to job satisfaction. To examine this relationship, job satisfaction was set as the dependent variable. According to the results, the overall = .34, this indicates that compensation explains 34% of the variation in the job satisfaction variable. The F value of 76.49 indicates that the relationship between compensation and job satisfaction is positively significant.
Table 4.12. 16
Linear Regression Analysis of Compensation and Job Satisfaction.
Model
50
Job Stress and Job Satisfaction
Hypothesis 3 tested whether job stress is negatively related to job satisfaction. To examine this relationship, job satisfaction was set as the dependent variable. Based on the results, the overall = .125, this indicates that compensation explains 13% of the variation in the job satisfaction variable. However job stress is negatively significant to job satisfaction since it has a t-value of (-4.60).
Table 4.13. 17
Linear Regression Analysis of Job Stress and Job Satisfaction.
Model
Unstandardized Coefficients
Standardized
Coefficients
B Beta T sig. F sig.
1 (Constant) 5.09 26.48 0.00
Job Stress -0.35 -0.35** -4.60 0.00 21.17** .00
Note. Dependent Variable: Job Satisfaction R Square= .125
Adjusted R Square=.119
**p<.01.
Job Satisfaction and Organizational Commitment
Hypothesis 4, tested whether job satisfaction has on effect on organizational commitment, to examine this relationship, organizational commitment was set as the dependent variable.
Based on the results, the =. 343 meaning that job satisfaction explained approximately 34% of the variation in the organizational commitment variable. The F value of 78.67 indicates that the relationship between job satisfaction and organizational commitment is positively significant.
51 Table 4.14. 18
Regression Analysis of Job Satisfaction and Organizational Commitment.
Model
Unstandardized Coefficients
Standardized
Coefficients
B Beta t sig. F sig.
1 (Constant) 1.89 9.61 0.00
Job Satisfaction 0.40 0.59*** 8.87 0.00 78.67*** .00
Note. Dependent Variable: Organizational Commitment R Square= .347
Adjusted R Square=.343
***p<.001.
Job Satisfaction as a Mediator between Training and Development and Organizational Commitment
Hypothesis 5, tested whether job satisfaction mediated the relationship between training and development and organizational commitment.
To analyze the mediating role of job satisfaction the multiple regressions was used. In the first model, training and development was entered as the independent variables and organizational commitment as the dependent variable. In the first model training and development explained 27% of the variance in organizational commitment. In the second model job satisfaction was put as the mediator, increasing the variance to 38%. The results indicate that employee job satisfaction positively mediates the relationship between training and development and organizational commitment.
52 Table 4.15. 19
Results for Job Satisfaction Mediator Effect between Training and Development and Organizational Commitment
Model 1 B
Model 2 B
Independent Variable
Training and Development 0.52** 0.23**
Mediator
Job Satisfaction _ 0.44**
R square 0.27 0.38
Adjusted R square 0.27 0.37
F 54.73*** 44.40***
Note. Dependent Variable= Organizational Commitment
**p<.01. ***p<.001.
Job Satisfaction as a Mediator between Compensation and Organizational Commitment
Hypothesis 6, tested whether job satisfaction mediated the relationship between compensation and organizational commitment.
In the first model, compensation was entered as the independent variables and organizational commitment as de dependent variable. In the first model compensation explained 14% of the variance in organizational commitment. In the second model job satisfaction was put as the mediator, increasing the variance to 35%. The results indicate that employee job satisfaction positively mediates the relationship between compensation and organizational commitment.
53 Table 4.16. 20
Results for Job Satisfaction Mediator Effect between Compensation and Organizational Commitment.
Model 1 B
Model 2 B
Independent Variable
Compensation 0.38** 0.05*
Mediator
Job Satisfaction _ 0.56**
R square 0.14 0.35
Adjusted R square 0.14 0.34
F 24.77*** 39.38***
Note. Dependent Variable= Organizational Commitment
*p<.05. **p<.01. ***p<.001.
Job Satisfaction as a Mediator between Job Stress and Organizational Commitment
Hypothesis 7, tested whether job satisfaction mediated the relationship between job stress and organizational commitment.
In the first model, stress was entered as the independent variables and organizational
In the first model, stress was entered as the independent variables and organizational