RESEARCH METHOD PROJECT REPORT

FACTORS AFFECTING EMPLOYEE WELL – BEING

SUBMITTED TO:
Ma’am Nimra Sharif

SUBMITTED BY:
Shabbir Hussain (33915)
Prakash Naik (34170)
Arif Nadeem (38939)
Tauqeer Burni (33876)
Muhammad Awais (39967)

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ABSTRACT
The main objective of this study was to discover the possible FACTORS AFFECTING
EMPLOYEE WELL – BEING Practices on the job satisfaction of the employees. This job
satisfaction is one of the approaches of the employees. Data is collected from individuals
working within the organizations. The practices, which were used included employee
participation, performance evaluation, reward systems and training & development. After the
statistical analysis was perform on the data, it was figured out that, there was a positive
relationship between these practices and the job satisfaction of the employees. The impact of
FACTORS AFFECTING EMPLOYEE WELL – BEING practices were studied by designing
a research model where respondents were interviewed to gain a first – hand knowledge to be
incorporated in the study. Limitations as well as directions for further research has also been
discussed.

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Table of Contents
1. INTRODUCTION ................................................................................................................. 4
1.1. Background: .................................................................................................................... 4
1.2. Problem statement ........................................................................................................... 4
1.3. Scope of the study ........................................................................................................... 5
1.4. Purpose Statement ........................................................................................................... 5
1.5. Research Question/Objectives......................................................................................... 5
1.6. Significance of the Study ................................................................................................ 5
2. LITERATURE REVIEW ...................................................................................................... 6
2.1. Theoretical Background: ................................................................................................. 6
2.2. Empirical Review: ........................................................................................................... 9
2.3. Summary of the Reviewed Literature: .......................................................................... 10
3. RESEARCH METHOD....................................................................................................... 11
3.1. Theoretical Framework: ................................................................................................ 11
3.2. Hypothesis: .................................................................................................................... 12
3.3. Research Approach: ...................................................................................................... 12
3.4. Research Design: ........................................................................................................... 12
3.5. Sampling Design: .......................................................................................................... 12
3.6. Instruments: ................................................................................................................... 13
3.7. Statistical Analysis: ....................................................................................................... 13
4. Result and Findings.............................................................................................................. 14
4.1. Descriptive profile of date: ............................................................................................ 14
4.2. Result of Multiple linear regression .............................................................................. 14
4.3. Analysis of Variances Test in Multiple Linear Regression........................................... 15
4.4. Coefficients in multiple linear regression ..................................................................... 15
4.5. Regression Model for the Research is Y= 1.89 + .955x + .235 x+ .753x + 1.23x ........ 15
4.6. Hypothesis Testing ........................................................................................................ 15
4.7. Hypothesis testing assessment summary....................................................................... 16
5. Conclusion ........................................................................................................................... 17
5.1. Conclusion..................................................................................................................... 17
5.2. Implications ................................................................................................................... 17
5.3. Limitations .................................................................................................................... 18
5.4. Future Research Recommendations .............................................................................. 18

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FACTORS AFFECTING EMPLOYEE WELL – BEING

1. INTRODUCTION

1.1. Background:
World – wide, fluctuating statistics, talents gaps, and employee lacks can have a Philosophical
and thoughtful consequence on a country’s talents to uphold its attractiveness (Fernandez,
2001; Laprade, 2006). Researchers have classified factors that affect employee’s well – being
into various groups. For instance, (Gong et al. 2009) have observed factors that affect staff
well – being as nine (9) main and significant employee well – being practices in the literature
of the investigation. They have involved the basics and features of service security, wide –
ranging guidance, decline of position variances, discriminating employment, and influence in
consequence creation, routine (performance) assessment, salary commission on routine,
occupation development and improvement, and material distribution. Tremblay (2007) has
also suggested other employee well – being accomplishments, like occupation safety, group
work, and get together rehearses as part of factors that affect staff’s well – being. Employees
form a major part of an organization. They are considered as resources of the organization and
could provide a competitive advantage. If the firm has supple employees, they use the abilities
of the staffs as strategic substitute and increases aggressive benefits and improvements (Wright
and Snell 1998).
Staff member (employee) well – being is considered the essentials for an organization. If the
employees within the organization are disappointed and frustrated, then their morale and
eventually their efficiency as well as routine will be affected. Long – standing employee well
– being practices have transformed to high employee well – being system to find out their effect
on the satisfaction of the employees. Previous studies displayed that various researchers used
various actions to shape the high employee well – being structure and observed the
consequence of the structure on staff boldness and arrogance. For instance, various
investigators deliberated the association among high employee well – being and occupation
fulfilment & administrative/ structural obligation or together (Gardner, Moynihan, Park, &
Wright, 2001; Macky & Boxall, 2007; Takeuchi, Chen, & Lepak, 2009). Only limited
academics originate the influence of high employee well – being system on turnover purpose
(K. Jiang et al., 2012) Kuvaas, 2008; Luna-Arocas & Camps, 2007) and many more originate
how employee well – being activities take part in firm’s routine (J. Y. Jiang & Liu, 2015).
CEOs and occupational bosses and supervisors are requirement to assess and evaluation their
employee well – being tactics and activities if they want to create a reliable workforce; such a
staff could be very helpful in the success of the business

1.2. Problem statement

Earlier researchers could not clearly explain the relationship between high employees well –
being system on employee’s fulfillment. Before the research will carried out in multi-unit food
service organizations with employee’s self – reporting their replies. Research was also cross –
sectional, which focused on one – time period rather it should have been over extended time to
have more accurate results. This could lead to biasness and inaccurate productivities.
Henceforth, study should carry out through response taken from supervisors or departmental
managers. A variation of motives and description clarify why directors and supervisors
reported that well – being actions usage may not be associated in desired behaviors to preferred
staff member consequences (Bowen & Ostroff, 2004; Nishii & Wright, 2008). Previously, the

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high-routine employee’s consideration that were included in about reward programs such as
gain sharing and profit sharing. The organizations which do not have such consideration feared
that if such a question will be asked from the prevailing employees then it would affect their
self-esteem, and employees would wonder that why such practices do not exist within their
organization.

1.3. Scope of the study

This study focuses on the important high employee well – being practices. It also considers
the impact of reward systems such as gain sharing and profit sharing on occupation fulfillment
of the staff. The focus is on the current employees not belonging to one sector rather belonging
to different job sectors and how significant high employee well – being are to them.

1.4. Purpose Statement

The determination of this investigation is to determine the effect of staff member well – being
practices on employee job satisfaction, it is also an arrogance of employees. This research
conducted is taking help from prior investigation readings as well as considering numerous
other perspectives.

1.5. Research Question/Objectives

The research question, which would response through this research, is whether there is an
impact of high employee well – being practices on employee attitude that is job satisfaction.
Is there a association and connection between the two or not? The objectives of this research
are clearly identified that high employee well – being practices leads to employee satisfaction.

1.6. Significance of the Study

This research is a means of accumulating both the practical as well as the academic features
and brings in an enhanced understanding of employee satisfaction, exclusively considering all
those factors, which have an impact on employee attitude. Previous assistances have
understood the significance of routine evaluation systems by which employees well – being
practices affect employee attitudes, to date, minimum work has academically as well as
empirically addressed the role of recompense systems such as increase sharing and revenue
sharing. Earlier studies also grabbed data records from employees rather from their managers.
The investigators were also unsuccessful to address questions such as “WHY” and “HOW” an
employee is satisfied. It also did not focus on the most significant variable, which contributed
to employee satisfaction. Earlier, it was not considering that whether the satisfaction of
employees rehabilitated from one time – period to another time.

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2. LITERATURE REVIEW

2.1. Theoretical Background:

Important keys of the strategic factors that affect employees well – being works and directed
the attention of effort in this area:

1. Initially, balanced structures of commonly supporting factors that need to be practices

are good at supportable routine consequences than any distinct practices (Delery &
Shaw, 2001);
2. Second, staff member well – being structures are not correspondingly effective and
operative in the real world (Arthur, 1994; MacDuffie, 1995).
3. Factors that affect staff member well – being considers to sustenance the staff member’s
determinations and abilities by accumulation separated but reliable well – being
practices (Datta et al. 2005).
4. Though the precise activities included in high employees well – being techniques that
have changed beyond educations, a corresponding beyond activities in any high –
routine method was an emphasis on encouraging workforce capability, inspiration, and
chance (Applebaum, Bailey, Berg, & Kalleberg, 2000; Combs et al., 2006) to direct
routines steady with firm’s aims and objectives.
5. High employee well – being practices studied in earlier research in the area, we
assembled 15 employees well – being activities showing well – being approach for this
study. In specific, researcher added to improve ability in management, including
official assortment examinations, organized conferences and meetings, appointing
discrimination, high pay, and training chances; enthusiasm – enhancement activities,
such as incentives based on specific and team routine consequences, official routine
assessment apparatuses, and quality – based improvement and advancement systems.
Opportunity also enhances and improves activities, such as official contribution
procedures, Kehoe, Wright. (Combs et al., 2006; Delery & Shaw, 2001; Huselid, 1995;
Sun et al., 2007; Way, 2002).
6. Having 4 consecutive ranks of impact of employees well – being activities, structural,
monetary, and marketplace – preferring that staffs well – being activities are probable
to effort external (and rising) via these levels and hence, via their influence on employee
arrogances, attitudes and routines. (Dyer and Reeves, 1995)
7. Classifying that employees well – being activities effects the routine of staff, which
then affect operative, monetary, and share price routine endings. Hence, both novelists
recommended that a systematic and comprehensive acceptance of the relationships
among employees well – being practices and staff member consequences is precarious
to our capability to draw logical conclusions in relation to the employees well – being
routine. We pursue to make our main involvement in this area. (Becker, Huselid,
Pinckus, and Spratt, 1997).
8. The study defines the difference between external and internal rewards. External prizes
specify physical revenues govern by the firm such as salaries, gratuity, additional
benefits, and professional improvement chances. Internal prizes refer to the prizes that
include motivation theme mentions to the job such as role clarity and training. (Gomez-
Mejia LR, Balkin DB. Compensation, organizational strategy and firm routine.
Cincinnati, OH: South Western Publishing Co; 1992.)
9. Brief respondent of collected works on external monetary prizes exposes that it might
be true that external financial and economical prizes could lead to development and
enhancement in routine evaluation but then on the opposing, most probable study ad

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investigation explores sign minimum relation between extrinsic rewards and routine.
(Bohlander G, Snell S. Managing Human Resources (13th ed.). Mason: Thompson;
2004.)
10. Huselid (1995) is forceful about the universal employee training. Though this influence
investigation recognized 2 magnitudes and measurements amongst his high employees
well – being activities, one of which involved staff abilities and expertise, what he
called an “organizational structures” and the second is staff’s inspiration. He
established from his successive analysis (Huselid and Becker 1996) that these could
securely be self – possessed and collected into a single portion.
11. Various additional readings and educations have discovered the occurrence in some
firms of an efficient and effective “PACKAGE” of employee well – being practices.
(Arthur 1992; Kalleberg and Moody 1994; MacDuffie502 British Journal of Industrial
Relations, Blackwell Publishers Ltd/London School of Economics 2000. 1995;
Ichniowski et al. 1997; Pil and MacDuffie 1996; Becker and Huselid 1998; Delaney
and Huselid 1996; Becker et al. 1997).
12. The main variance amongst those who debated for a possible methodology, in which
the precise and comprehensive packets fluctuates by subdivision and professional
strategy (Arthur 1994; MacDuffie 1995; Youndt et al. 1996; Appelbaum et al. 2000).
The concluding assessment appears to have gained the control though modifications
combining of wide – ranging classifications of activities in general “construction” of
strategies that distributes area for various wide – ranging and broad implementation in
various situations (Becker and Huselid 1998: 87±91).
13. Wood and de Menezes (1998: 506), temporarily, debated in contradiction of the
package view, as an alternative considering “administration’s high – commitment” as
a material of grade.
14. Additional important problem is that there is a settlement between those researchers
who have specified a connection between high employee well – being and
organizational routine procedures (see Huselid and Becker 1996; Cutcher-Gershenfeld
1991; Ichniowski, Shaw and Prennushi 1997; Arthur 1994; Youndt et al. 1996;
Appelbaum et al. 2000; MacDuffie 1995). They stated that the relations reflect a
fundamental connection, which flows through individuals from the practices.
Clarifications of how and why this connection should depend on concepts and
philosophies of staff member’s inspiration in response to the types of practice labelled
by employee well – being philosophy and concept. Especially in US, managing and
controlling research takes it generally for granted. In short, the implied disputes that
employee well – being activities may take at appearance worth, as staff authorized.
Staff discovers that their requirements and desires encountered via chances and benefits
these activities deliver and answer by taking creativities without training and
presentation faithfulness and eagerness for their employer. These opinions have tended
to emphasis and influences on the efficiency of a range of staff member’s contribution
creativities, but the high employees well – being methodology takes possessions further
by suggesting a wider collection of effective inventions.
15. Huselid précises the quarrel for the consequence briefly: In common with the high
employee’s well – being explanation, the clarification recommends and proposes a
constructive connection between high employees well – being activities and staff
preference. This suggestion abstracted as an enhancement of preference rising from
firm's need to intensify employee obedience and imaginative ability.
16. Authorized staffs classically labeled as self – encouragement and dedicated
personalities who are responsible to accomplish at elevated level of struggles and
efforts (Thoman & Velthouse, 1990). Nykodym et al., (1994) initiate the authorized

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staff to reduce encounter and uncertainty since these staff members are more
accomplished and additional controlled at their workplace.
17. Neuman (1989) originate that staff grows and accomplishes better if executives control
and encourage their staff members with different forms of prizes.
18. Many gauges of profession fulfillment (Hackman, Oldham, 1975; Herzberg, 1987;
Smith, Kendall & Hulin, 1969; Spector, 1997) contains the surfaces as the nature of
work, improvement chances and public relationships. In 1991, survey of American
workers accomplished successfully that examined 16 characteristics of work.
Respondents described and testified additional satisfaction with such features, having
fascinating work and appreciating a chance to absorb new knowledge, capabilities and
talents (Spector, 1997).
19. High employees well – being practices have increased excessive amount of
attentiveness in current and modern years as the source of competitive benefit in
multifaceted atmosphere (e.g. Peffer, 1998). The purpose of high employees well –
being practices is to intensify business and company’s routine by the assistance of its
staff members (Armstrong, 2001). According to Bamberger and Meshoulam (2000),
high employees well – being activities involve 3 core parts:
 People including selective staff, wide – ranging trainings, staff suppleness (for
instance, comprehensive career routes, promotion) and assurance of job safety.
 Evaluation and prizes, including routine valuation (specifically long – term),
advantage and additional benefits, such as widespread rewards.
 Occupational relationships, containing employment strategy (for instance,
wider job descriptions, elastic and supple job projects) and reassurance of
participation.

20. Significant quarrel of the issues that affect staff member’s well – being is that firms can
attain and accomplish advanced suppleness, advanced merchandise and invention
quality and higher performance by boosting staff to work harder and using their
expertise and knowledge of their staff members efficiently and effectively, making
decision of appropriate evidence and material. Moreover, it expects that factors that
affect employee’s well – being are “WIN – WIN”.
21. Dedicated employees under a high employee’s well – being system are expected to have
a profound connection with the firm and feel both passionate and grateful to contribute
to firms aims and objectives (Blau, 1983; Cohen, 2003).
22. Training and development of employees frequently used to close the gap among up –
to – date future routine. Training and development falls under staff’s well – being
function (Weil & Woodall 2005).
23. Kanfer et al. (2012) shows eagerness and passionate in the work sense as a set of
processes and techniques, which are used to direct an individual’s events and actions,
and what actions and activities they will use to accomplish a desired conclusion. This
emotional technique determines how personal exertion is used in the “direction,
intensity and persistence” of these actions in relation to your work.
24. Adams (1965) describes evenhandedness philosophy as the remark of how you are
treated, as related with the others and that you will be more pleased and inspired if you
think you are being honestly treated.
25. The exploration and investigation generated to explore various influences determining
internal and external prizes of Herzberg's two – factor philosophy and their influence
on banking staff job fulfillment and job performances and activities to inspiration
overall routine of commercial banks of Pakistan. (Jennings J. Portfolio, New York;
2002)

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2.2. Empirical Review:

Manning (2010) conveyed in his investigation paper to evaluate the organization, professional
and staff member well – being literature. The research paper was done to recognize perceptions,
strategies and policies to develop the nature of employee well – being. Furthermore, the
research paper tells that how it makes the purpose of employee well – being additional consume
in evolving the administrative and effective function in a precise effort and how it narrates and
communicates the decision making capabilities to recognize the perceptions of team work.
How the collaboration motivates the staff and the legislative objectives towards the
organization and emerging the purpose of the firms. He proposes that to make a durable and
long – lasting relation among the employees of an organization, analyzing of some possessive
needs to be done to make the strong component of the employees well – being.
Previous investigators, who investigated and examined the findings, were diverse. For
illustration, Gürbüz (2009) inspected the inspiration of staff member’s well – being on job
satisfaction and data was assembled from four hundred and eighty manual labor of the thirty –
five huge firms of Istanbul, Turkey. Various variables were used in this research, which
involved authorization, team – work, job variations, contribution as well as depending
compensation. The result of the study showed that the main variable for the job satisfaction of
the employees is employee’s involvement in decision – making. However, this research got
unsuccessful to integrate as a part of the self – determining variable compensation, stock
choices and bonus program. Therefore, additional educational material and information is
mandatory in the field by taking a wider – ranging attentiveness that could enlarge the research
further connecting numerous perceptions as well as perspectives.
Some studies also figured out that the role of supervisor could consider as an important factor
in research. It said that the effect of employee contribution as well as prize system is
inappropriate. Asta and Zivile, (2011) surveyed the employee well – being connection between
organizational commitment and job satisfaction. Experiential result indicated that skill
enhancing, motivation enlightening, and engagement improving high employees well – being
practices have a constructive relation with employee attitude i.e. job satisfaction.
Performance assessment is a procedure through which the routine of the employee supervised.
Routine evaluation delivers a various opportunity to employees such as promotion and evaluate
the employees on the bases of worthy work done (Guthrie 2001). It is most significant
instrument that improves firm’s individual investment (Rutherford et al. 2003). A
comprehensive procedure and development by which individuals limits their comforts, abilities
and standards are called as career planning (Leibowitzet al.1986).
Numerous studies indicated that profession growth, expansion and enlargement might intensify
the assurance and satisfaction of the employees (Chang, Chou et al. 2007). However, training
if provided to the employees could accelerate their satisfaction as well as could enhancement
their self – esteem. In this way, the commitment of the employees towards the organization
would intensify and they would be less enthusiastic to leave the organization.
Reward systems are also significant for the employee so the employers should make sure that
they offer it to employees so that they could be encouraged and engaged with the organization.
It can be internal or external monitory or non – monitory expressions (Takeuchi et al. 2004).
Reward system is a basic component of employee well – being activities, which inspire the
people to connect and perform well over time. It is very crucial for the firms to recollect and
emphasize human investment with practical recompense (Geiger and Cashen 2007).
Recompense is a most important portion of the employee well – being practices, which play a
significant and vital role in appealing and recruiting highest value individuals. Recompense
and benefits motivates and encourages the staff members to achieve better for the firms
(Guthrie 2001). When the firms deliver prizes to the staff members, they respond inspiration
towards their occupations and duties and as a result, purposeful elasticity is establishing from

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the staff (Dyer and Shafer 2003). The studies done previously failed to integrate profit sharing
as a part of their prize systems. This study is making it a part of research. “Undesirable or
constructive feelings about something is called attitude” (Greenberg and Baron 1995).
Arrogance may disappoint routine of an individual while on the other hand; it could make an
individual pleased. Job assertiveness (attitude) plays a very significant and vital role within the
organization. The existing study focuses on only one job related arrogance: i.e. Job Satisfaction.
There is a significant influence of the main features on firm’s routine. Employee well – being
guidelines, strategies and practices may affect these arrogances (Rayton 2006). According to
(Blau 1964), assurance level of the staff member may be amplified and improved by executing
best employee well – being practices and this approach is advantageous for the firm.
(Sun et al. 2007) acknowledged that even though high employees well – being practices have
been connected to maintenance and turnover (e.g., Batt, 2002; Guthrie, 2001; Huselid, 1995),
the fundamental mechanisms of this connection remain uncertain. Sun et al., depend on societal
exchange concepts and philosophies, inspected service – oriented firm’s citizenship actions as
a facilitator of the high employees well – being turnover affiliation. However, the writer’s
clarification depends on less on the firm’s citizenship routines per se and more on staff’s
affective attachments that led to these behaviors.

2.3. Summary of the Reviewed Literature:

From the literature review, the conclusion driven from the literature includes the result of
employees well – being practice impacts on satisfaction, employee commitment, participation,
decision – making authority, flexibility in work, employee engagement, skill enhancement,
moral boosting, motivating, enhancement and other observed significant variable that possess
the ability to predict the employees well – being practices in organization. Concluded that the
significant effects of best high employees well – being practice is to accomplish and achieve
superior elasticity, advanced product quality, and better routine. Remaining price modest by
reassuring staff to work harder and consuming the abilities, expertise and information of their
staff more successively and efficiently through affecting decision authorities closer to those
who have the relevant information. From the study conduct by Arthur; McDuffie that shows
the implication of employees well – being practices varies from organization to organization
and sectors to sector, secondly they (Huselid and Becker) mentioned the link between high
employees well – being system and organization routine measures.
However, previous studies results are mixed, the result of the study showed that, the main
variable for the job satisfaction of the employees is contribution and involvement of the
employees in decision – making. However, this research failed to incorporate as a part of the
independent variable compensation, stock options and bonus program. Preceding studies
revealed that carious academics and investigators used various practices to shape the high
employees well – being system and scrutinized the consequence of this system on staff
approach (satisfaction). For instance, several academics and investigators studied the
relationship between high employees well – being system and job fulfillment and firm’s
commitment or both. In conclusion, it has be seen that most of the researchers have commented
in favor of employees well – being management with different approach and using different
techniques. Additionally, employees well – being practices have significant effect if the
variable correctly identified according the organization culture and individual’s attitude. It
requires deep empirical observations like examine the interest and attractive factors.

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3. RESEARCH METHOD

3.1. Theoretical Framework:

With the passage of time, employee well – being has been developed and progressed a lot. An
investigation prototype has been establishing for this study, considering the influence of
independent variables on the dependent variables. The independent variables considered for
the study are employee participation, performance evaluation, and rewards systems along with
training and development of the employees. The dependent variable for this study is employee
well – being. In other words, this dependent variable could also be called an employee
approach. In the past, some studies were conducted in a single firm (eg Ichniowski’s, 1990,
study of a paper mill), then other studies conducted in some of the industries (eg Berg et al.’s
study of the apparel industry and Ichniowski et al.’s study of the steel industry), while others
were cross sectional (Huselid, 1995; Ickniowski, 1990; Ichniowski and Shaw, 1995). There
was a lack of stability and consistency, so one could not be sure which employee well – being
practices are increasing the performances of individual employees as well as increasing their
satisfaction level. Through, in employee participation, employees are permit a share in decision
– making and few authorities are also given to them. While on the other hand, through
performance evaluation, response is provided to employees for how they performed and
accomplished several responsibilities and duties and how they contributed towards
accomplishing and achieving firm’s goals and objectives. Next is reward systems which
contains practices such as profit sharing. It could even include an annual leave as well as
growing the earnings and incomes of the employees as well. Last but not the least, it is the
training and development of the employees, which includes who to train, how significant the
training is, and what should be the time – period of the training. Then, the influence of these
factors was measured on employee well – being. Figure 1 shows a prototype to refer to this.

INDEPENDENT VARIABLES DEPENDENT VARIABLE

Employee Participation

Performance Evaluation

Employee Well – Being

Reward System

Training and Development

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3.2. Hypothesis:
In order to test the influence of employee participation, performance evaluation, reward
systems and employee training and development on employee well – being, several hypotheses
are created and then, the impact on employee well – being is studied and interpreted. The
hypotheses are as follows:
 H1 = Employee participation has a positive impact on Employee well – being
 H2 = Performance Evaluation has a positive impact on Employee well – being
 H3 = Reward systems has a direct relationship with employee well – being
 H4 = There is a significant impact of employee training and development on employee
well – being
If the entire hypothesis is accepted, then it would undoubtedly demonstrate that there is a
constructive, significant and direct connection and affiliation among the independent as well
as the dependent variables. If either one of these hypothesis is rejected, then it means that there
is no connection and affiliation between the independent and dependent variables.

3.3. Research Approach:

Explanatory investigation methodology is used here, which is a concept and philosophy testing
methodology. Therefore, associated to this study a lot of material, evidences and facts about
the variables are known. However, there are restrictions and limitations to material provided
by the earlier investigators and scholars. This study is conducted to address those replications.
This investigation will verify and prove to be a great contribution to material and information
within this research if the research question comes within the reach from numerous guidelines
and various validations and confirmations used to support the investigation findings (Perry et
al. 1998). Employee well – being systems are well – defined as "collections of separate but
interconnected employee well – being practices that are designed and scheduled to improve
employee’s abilities and determinations" (Takeuchi, Lepak, Wang, & Takeuchi, 2007, P.
1069).

3.4. Research Design:

Various verifications decrease the opportunity that the outcomes are a discovery of chance and
reasonable to the conclusive practicality example, which should produce outcomes that are
explanatory and illustrative of the people (Zikmund 1997). The most significant part is the
ability to establish inner validity and particularly contented validity, since there are no
standardized techniques and processes of employee well – being practices that are monitored
in all firms (Argawal & Ventakesh 2002). Questionnaires were used for this purpose. Questions
were made associated to the variables of this research and respondents then filled these
questionnaires with suitable and applicable responses and replies. These questionnaires were
only asked from the employees

3.5. Sampling Design:

This is a quantitative research and questionnaire is used for this purpose. The aim and objective
of the questionnaire is that it allows and authorizes the respondent’s time to reflect their
responses cautiously and judiciously without being interfered and having restrictions.
Additional purpose and objective of the questionnaire is to get the answers to questions which
are scored and scores are then added to acquire and achieve an overall degree of the approaches
as well as thoughts of the respondents. A sample size of 200 respondents was selected. These
were all working individuals belonging to various firms. Different employee well – being
practices are followed in their f. But in this research, four of such practices were measured and
respondents were questioned related to these practices only.

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3.6. Instruments:
As we are interested in observing the significance of independent variables on dependent
variable accurately to make the research unbiased and fair – minded to reach to the end of the
objective. We prepared and organized questionnaire against the depth of interview.
Questionnaires were administered to reach to objective. Questionnaire were distributed among
the employees of firms including the employees from all level. The main objective of using
questionnaires were to avoid any subjective manipulation of information that could mislead to
the feelings of employee towards their firms. Questionnaires were circulated to employees
taking the physical entry to organizations. Organizations been shown with benefits of this
research to their organization and access to the findings of this research that would be a mean
to categorize and classify the significant variable that would have capability to contribute to
objective of organization. These research findings would be advantageous and constructive to
all of those organizations who are participating to make their employee well – being better off.
However, questionnaire could have one potential threat that employees would be reluctant and
unwilling to fill the questionnaire appropriately which is insignificant to study but that would
still be the part of results. Furthermore, potential and possible threat is that questionnaire would
be thoroughly understood by some people and others would in confused to answer the objective
question based on their subjective values. Questionnaire has been designed thorough five scale,
starting from strongly disagree from lower end and ending from strongly disagree from upper
end. Grad have been allocated from 1, 2,3,4,5 respectively. Other three answer includes
disagree, neutral and agree.

3.7. Statistical Analysis:

For the testing the hypothesis, that would predict the relation as well as impact of independent
variables (performance evaluation, employee participation, reward system and training and
development) on dependent variable employee well – being. Since it includes quantitative data
with four independent variables and one dependent variable. Nature of test suggest to use
multiple linear regression to define the relationship. This would also forecast the significance
level of model. This would be helpful to predict the level of variation described in employee
satisfaction by independent variables (performance evaluation, employee participation, reward
system and training and development). Moreover, it also predicts the unexplained variation.
Unexplained variable suggests that there are other significant variables which are not identified
in this research and could be studied for further research in relevant area. We also check for
multi – collinearity variation in data, normality of data, auto correlation etcetera. Description
and nature of test suggests the use multiple linear regression that fills with data and conditions
of this this and help to predict correctly.

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4. Result and Findings

4.1. Descriptive profile of date:

Mean, Standard Deviation Table and Co-Relation Based on 95% Confidence Interval
VARIABLES MEAN STANDARD CORRELATION SIG/ P
DEVIATION VALUE
Reward system 2.6 7.89 .43 .004
Performance Evaluation 3.81 4.31 .65 .001
Employee participation 2.95 5.89 .55 .003
Training and development 4.55 2.35 .79 .000

The above table findings from simple linear regression checking the relationship between
dependent and independent value dependent variable individually. This result is based on 95%
confidence interval. As we see, the higher mean for training and development and less sig value
for it as well. Secondly, performance evaluations having second larger mean with second lower
standard deviation would be significant in predicting the job satisfaction thirdly employee
participation will have significant ability to predict the outcomes.at last the reward system will
predict the outcomes as well, here we can say that training and development is highly
significant predictor of job satisfaction along with other variable. Based on rejection rules of
null hypothesis, the sig value must be less than 0.05. So here, we see all sig values are less than
.05. So null hypothesis is rejected all of the cases mentioned above. It means there is significant
relationship between job satisfaction with evaluation form, reward system, employee
participation, and training & development. The relationship for all variable are direct and
positive. Training & development is having highest relationship with value of 79%, followed
by Performance Evaluation with 65%. Reward system and Employee participation have 43 and
55% relationship with job satisfaction respectively. Based on simple linear regression we can
rank our variable with its predictive abilities based on the values of co-relation.
1. Training & development
2. Performance Evaluation
3. Employee participation
4. Reward system

4.2. Result of Multiple linear regression

R SQUARE ADJUSTED R VALUES ESTIMATED ERROR

.754 .567 2.89

. R square showing the explanation of variation in job satisfaction explained by performance

evaluation, employee participation, reward system and Training and development program
before the adjustment of data. R square values stating the 75.4% variation in job satisfaction is
explained by performance evaluation, employee participation, reward system and Training and
development programs which were employed by organizations with regard to their employees.
However, we are more interested in interpreting Adjusted R square value that would represent
the degree of variation brought by Independent variables after adjustment of sample size and
other factors. 56.7% variation in dependent variable is explained by independent variables
taken in analysis. Estimated error for this analysis is predicted to be 2.8 which is pretty good.

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It shows that data is normally distributed across the regression line. There is less variation in
date and less number of outlier. No data is falling out of range. In conclusion, it can be stated
that most of portion of job satisfaction is explained by four factors under studied. Moreover
43.3% variation in job satisfaction is brought by other variable which are not under this study.

4.3. Analysis of Variances Test in Multiple Linear

Regression

DEGREE OF FREEDOM F VALUE SIG OF ANOVA

49 44.22 .000

This test predicts the significance variation of variables in predicting the model. Rejection rule
for null hypothesis is sig value must be less than .05. As the sig value for the model is .000 and
F values is highly significant, thus we can assume that the model explains a significant amount
of the variance in Job satisfaction.

4.4. Coefficients in multiple linear regression

Variables unstandardized P/ sig value Standardized beta

beta
Constant 1.89 .000
Performance Evaluation 955 .000 1.55
Reward system .235 .003 1.23
Employee Participation .753 .000 1.45
Training & development 1.23 .000 2.33

4.5. Regression Model for the Research is Y= 1.89 + .955x

+ .235 x+ .753x + 1.23x
It is important to interoperate the data of unstandardized beta, which show the degree of change
in on unit increase the level of satisfaction keeping all other predictor constant. It shows that
frequency of training the development programs by unit (one time more) will increase the level
of satisfaction by 1.23. It is important to note that the more significant variable is good at
predicting than other variable. From the above, we ranked the training and development as 1
based on the result of it. It is also predicting higher degree of change. Assume that we put x
value of 10 for training and development keeping all other factors constant. We can predict the
satisfaction level of 14.19 (y value). One unit change in performance evaluation will increase
the satisfaction level by .95. It is to be noted that all variables relationship is direct and positive.
As the increase the predictor, the satisfaction level rise and decrease predictor, satisfaction level
will lower.

4.6. Hypothesis Testing

 H alternative = Employee participation has a positive impact on employee well – being
 H alternative = Performance Evaluation has a positive impact on Employee well – being
 H alternative = Reward systems has a direct relationship with employee well – being
 H alternative = There is a significant impact of employee training and development on job
satisfaction

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For all those hypothesis having the sig value less than 0.05 and rejecting the null hypothesis
which states about no direct and no relationship with employee satisfaction. All those variable
chosen above have significant impact and positive relationship on employee satisfaction. In
conclusion we can say that all variable been picked for study are significant and meaningful
and possess a potential impact on job satisfaction. There has been shown a great level of
variation explained by predictors. Hence, we can evidence to predict the higher level of
significant of out model.

4.7. Hypothesis testing assessment summary

The first variable been tested to see the relationship between employee participation and job
satisfaction. Through the test of statistical analysis model was found significant in relation with
job satisfaction. It shows the employee participation impact were seen and possess the ability
to increase employee satisfaction if managed well. Performance also predict significant
outcomes. Reward system is another significant variable and its impact was found predicting
the job satisfaction. Training & and developed was tested with statistical analysis of test of
simple linear regression separately found highly significant impact on outcomes. It is also
associated with other variable. Finally, it can be stated that all hypothesis was tested found a
significant relationship with job satisfaction.

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5. Conclusion

5.1. Conclusion
The study was suggested from the given research. Previous researcher has been designed to see
the employee satisfaction in relationship other variables. This study is fully focused with
important variables like employee participation, reward system of organization, training &
development and evaluation systems of organization. These Variable been empirically seen to
have positive contribution to employee satisfaction. Definition of Employee satisfaction is
feeling and emotional attachment of employees towards the organization. All variable tested in
relationship between job satisfactions. It is important to note that No variable in study is
automatically correlated and all have significant relationship with employee’s satisfaction. The
most significant variable is training and development that contribute to job satisfaction. It
means that the organizations those are so taken with training and development of employees is
the major source of satisfaction to them. If an organization wants to increase level of
satisfaction must focus on training and development of employee. That would lead to high
performance. Secondly, the most important variable is performance evaluation that can caught
up to foster the level of satisfaction among employee if managed well. This requires the
manager to be unbiased and fair to all while appraising employees in job setting. One of the
major problem of performance evaluation management is the biased and unfair appraising of
employees by manager due to their personal likes and unlike empirically been seen in
organization during study. Thirdly, Reward system of organization seen significant to
Employee satisfaction. Reward system of organization is major problem empirically sighted in
organization. Reward system should be personalized to increase the employee satisfaction. For
example, for youth the travelling tickets are more important than bonus of some amount. If
organization is good at looking at the individual needs of every employee and manage it
accordingly. It is plus point according to study. Finally, Employee participation in decision –
making play a major role. This would boost the morale of and foster psychological satisfaction
and attachment. This contribute to the success of organization. Consideration of employee
decision while taking any decision relevant to their work must be concerned with needs and
conformability of employees. However, lack of such factors would decrease the satisfaction
level significantly and other effort will be insignificant to the performance of employees.
Although it would be better for company to incorporate such organized and significant variable
to support the program of sales, revenue and profit. In conclusion we are now able to state that
the organization must managed it training & development programs, increase the frequency of
evaluation in organization, involve the employee in decision making and focus on personalized
reward of employees to foster a satisfied Environment. If such factors are not managed timely
and correctly. Organization could suffer. It needs to be noted that satisfied employee would
better in organization empirically seen. Satisfaction boost commitment, loyalty and
engagement of employee.

5.2. Implications
The results of the study also suggested that management might be able to increase the level of
commitment in the organization by increasing satisfaction with high employee well – being
practices such as employee participation, Training and development, compensation practices
and performance evaluation. One way of addressing this could be by increasing the interactions
with employees in staff meetings that is allowing them to participate in some matter where
decision making is required. Also discussions should also be held related to important areas of
interest or core issues within the organization. Changes in organizational variables, such as
introducing bonus sharing and profit sharing, employee participation, and increasing the

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frequency of trainings that employees receive could then be made in an effort to increase job
satisfaction. Most of the Pakistani organizations do not consider employee participation,
introducing profit sharing and bonus sharing as a part of compensation practices, training and
development as well performance evaluation on a regular basis to act as a driver of better
employee attitude that is satisfaction; This research is indicating that these are leading
contributing variables towards Job satisfaction.

5.3. Limitations
However, there are certain limitations in this study. Firstly, this model is not applicable to all
the organizations as different organizations have different high employee well – being
practices. There is a different level of impact on job satisfaction of different variables used in
various organizations. This study is also not applicable across various cultures. Since it is
conducted in Pakistan considering the respondents belonging to Pakistan and working in
various organizations. If this study is conducted in a different country with a different culture,
then definitely there are higher chances that the findings would change. There could be a
measurement error as well. Since majority of the data collected was from employees that is
working individuals. Whereas supervisors as well as managers were few in number for the
study. Therefore, there could be a biasness in the study. To be more accurate and more specific
with the results information collected through data should have included equal number of
employees, managers and supervisors.

5.4. Future Research Recommendations

This study is specifying that certain high employee well – being practices such as employee
Participation, compensation system, training and development and performance evaluation that
could influence Job satisfaction as well as other employee attitudes such as organizational
commitment along with the performance of employees; this study fails to discuss the
mechanisms through which this is accomplished. That is through what processes ideal
employee attitude as well as employee behavior is achieved. Future research directions could
include: Further longitudinal studies to establish the causal relationship between the variables
by increasing then number of variables. To ensure that external validity is enhanced, future
research should get a representative sample from various different organizations. Including in
that sample an equal number of employees, managers and supervisors.

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