ST.

MARY’S UNIVERSITY
SCHOOL OF GRADUATE STUDIES

EFFECTS OF EMPLOYEE’S JOB SATISFACTION ON

PROJECT PERFORMANCE: THE CASE OF ETHIOPIAN
ELECTRIC POWER

BY
GIDISSA ELFETA BUSHO
ID SGS/0611/ PM2011A

A THESIS SUBMITTED TO ST. MARY’S UNIVERSITY SCHOOL OF GRADUATE

STUDIES IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
DEGREE OF MASTERS OF PROJECT MANAGEMENT

JUNE 2020
ADDIS ABABA, ETHIOPIA
EFFECTS OF EMPLOYEE’S JOB SATISFACTION ON PROJECT PERFORMANCE:
THE CASE OF ETHIOPIAN ELECTRIC POWER

BY
GIDISSA ELFETA BUSHO
ID SGS/0611/ PM2011A

A THESIS SUBMITTED TO ST. MARY’S UNIVERSITY SCHOOL OF GRADUATE

STUDIES IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
DEGREE OF MASTERS OF PROJECT MANAGEMENT

JUNE 2020
ADDIS ABABA, ETHIOPIA
 ST. MARY’S UNIVERSITY
SCHOOL OF GRADUATE STUDIES

EFFECTS OF EMPLOYEE’S JOB SATISFACTION ON

PROJECT PERFORMANCE: THE CASE OF ETHIOPIAN
ELECTRIC POWER

BY
GIDISSA ELFETA BUSHO
ID SGS/0611/ PM2011A

APROVED BY BOARD OF EXAMINERS

____________________________ ________________________________
Dean, Graduate Studies Signature & Date

Temesgen Belaynehe (PhD) ________________________________

Advisor Signature & Date

____________________________ ________________________________
External Examiner Signature & Date
____________________________ ________________________________
Internal Examiner Signature & Date
 ENDORSMENT

This thesis has been submitted to St. Mary‟s University, School of Graduate Studies for
examination with my approval as a university advisor.

Dr Temesgen Belaynehe ____________________

Advisor Signature

St. Mary‟s University, Addis Ababa June, 2020

 DECLARATION

I the undersigned, declare that this thesis is my original work, prepared under the guidance of Dr
Temesgen Belaynehe. All sources of materials used for the thesis have been duly acknowledged.
I further confirm that the thesis has not been sub mitted either in partial or in full to any other
higher learning institution for the purpose of any degree.

Gidissa Elfeta Busho ____________________

Name signature

St, Mary‟s University, Addis Ababa June, 2020

 Table of Contents
CHAPTER ONE ..................................................................................................................... 1
1. Introduction ......................................................................................................................... 1
1.1. Background of the study ............................................................................................... 1
1.2. Background of the organization ..................................................................................... 2
1.3. Statement of the Problem............................................................................................... 3
1.4. Basic Research Questions .............................................................................................. 5
1.5. Objectives of the study .................................................................................................. 5
1.5.1. Primary Objective ................................................................................................... 5
1.5.2. Specific Objectives .................................................................................................. 6
1.6. Hypothesis .................................................................................................................... 6
1.7. Operational Definition of Terms .................................................................................... 7
1.8. Significance of the Study ............................................................................................... 9
1.9. Scope of the Study ........................................................................................................ 9
1.10. Organization of the Study ............................................................................................ 9
CHAPTER TWO....................................................................................................................10
2. REVIEW OF RELATED LITRETURE...............................................................................10
2.1. Theoretical Review ......................................................................................................10
2.1.1. Job satisfaction ......................................................................................................10
2.1.2. Factors Affecting Job Satisfaction ..........................................................................12
2.1.3. Strategies of Improving Job Satisfaction .................................................................14
2.1.4. Importance of Job Satisfaction ...............................................................................16
2.1.5. Job Performance ....................................................................................................17
2.1. 6. Project Management Discipline ............................................................................18
2.1.7. Effects of Job Satisfaction on Project Performance .................................................19
2.1.8. Impacts of Job Satisfaction on Project Cost ............................................................20
2.1.9. The role of Human Resource Management on Project Success ................................20
2.1.10. Project Time Management ...................................................................................22
2.1.11. Advantage of Employees Performance Evaluation ................................................23
2.1.12. The Impact of Reward and Incentive System on Job Satisfaction ...........................25
2.1.13. The advantage of applicable Job Description ........................................................26
2.1.13.1. Job Description and Its Significance to an Organization .....................................27

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 2.1.13.2. The importance of job descriptions ....................................................................27
2.2. Empirical Review ..........................................................................................................27
2.2.1. Summary of Empirical Review and Research Gap ..................................................30
2.3. Conceptual Frame Work ...............................................................................................31
CHAPTER THREE ................................................................................................................32
3. Research Design and Methodology......................................................................................32
3.1. Research Design ...........................................................................................................32
3.2. Research Approach and Method...................................................................................32
3.3. Source of Data .............................................................................................................32
3.3.1. Primary Sources ....................................................................................................33
3.3.2. Secondary Sources.................................................................................................33
3.4. Population of the study ................................................................................................33
3.5. Sample Size Determination...........................................................................................34
3.6. Sampling Methods and Procedures...............................................................................34
3.7. Methods of Data Collection ..........................................................................................35
3.8. Validity and Reliability ..................................................................................................35
3.8.1 Validity ..................................................................................................................35
3.8.2 Reliability ..............................................................................................................36
3. 9. Methods of Data Analysis ............................................................................................37
3.10. Ethical Considerations ................................................................................................37
CHAPTER FOUR ..................................................................................................................38
4. Results and Discussions ......................................................................................................38
4.1. Response rate for questionnaire.......................................................................................38
4.2 Demographic characteristics of the respondents............................................................38
4.3. Descriptive analysis of Job satisfaction and Project Performance ...................................40
4.4. Mean and standard deviation of Job satisfaction and Project Performance ....................57
4.5. Statistical Analysis ........................................................................................................59
4.5.1. Correlational Analysis ............................................................................................59
4.5.2. Multiple Regression Analysis .................................................................................61
4.6. Responses of open-ended questions.............................................................................64
4.6.1. Punctual completion of projects .............................................................................66
4.7. Responses of interviews ...............................................................................................67
4.7.1. Impacts of Human Resource on Project performance ..............................................67

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 4.7.2. The impacts of employee‟s job satisfaction on project performance .........................68
CHAPTER – FIVE .................................................................................................................69
5. Summary, Conclusions and Recommendations ....................................................................69
5.1 Summary of findings .....................................................................................................69
5.3. Recommendation .........................................................................................................71
5.4 Limitation .....................................................................................................................72
Reference................................................................................................................................. I
Apendices ................................................................................... Error! Bookmark not defined.

III
 Acknowledgement
Let my whole heartedly great thanks be for Almighty God for His kindly provision of health to
live, inspiration to learn, espousal to pass through, patience to resist, learning to know, correction
for my wrong doing, solace for my tense, time to reach at final completion of this lesson and
stands me at the glory of mountain with the delightful success.
Let my second sincerely thanks be for my advisor Dr. Temestgen Belayneh, for his constructive,
noticeable comments and exhaustive support to enable me prepare a successful thesis using his
best advice.
Lastly, let my special appreciation be to my lovely wife Shitaye Wodajo for her great assistance
being aside me offering a knowledgeable advice. And I also thank my beloved children
Nahelewak Gidissa and Tolinawak Gidissa for they studied their lesson by their own without me
being alone silently for the past two years.

IV
 List of Abbreviations/ Acronyms

EELPA: Ethiopian Electric Light Power Authority

EEPCO: Ethiopian Electric Power Corporation
EEP: Ethiopian Electric Power
EEU: Ethiopian Electric Utility
SPSS: Statistical Package for the Social Sciences
SDA: Strongly Disagree
DA: Disagree
A: Agree
SA: Strongly Agree

V
 List of Tables
Page
Table – 1: Total Number of Permanent Employees of EEP Projects --------------- 45
Table – 2: Selected Sample Population Size-------------------------------------------- 46
Table – 3: Case Processing Summary Reliability-------------------------------------- 47
Table – 4: Reliability Statistics----------------------------------------------------------- 48
Table – 5: Demographic characteristics of respondents------------------------------ 50
Table – 6: Compensation ----------------------------------------------------------------- 53
Table – 7: Working Conditions----------------------------------------------------------- 57
Table – 8: Job description ----------------------------------------------------------------- 58
Table – 9: Work life balance--------------------------------------------------------------- 61
Table – 10: Respect and Recognition----------------------------------------------------- 63
Table – 11: Career growth ----------------------------------------------------------------- 65
Table – 12: Job security -------------------------------------------------------------------- 66
Table – 13: Project Performance ---------------------------------------------------------- 69
Table – 14: Mean and Standard deviation ----------------------------------------------- 70
Table – 15: Correlation Analysis ---------------------------------------------------------- 75
Table – 16: Variables Entered/ Remove--------------------------------------------------- 76
Table – 17: Model Summary---------------------------------------------------------------- 76
Table – 18: ANOVA ------------------------------------------------------------------------- 76
Table – 19: Coefficients --------------------------------------------------------------------- 76
Table – 20: Excluded Variables ------------------------------------------------------------ 76

VI
 List of figures
Figure 2.1. Conceptual framework of the job satisfaction and project performance

VII
 Abstract
This research was studied the effects of employee’s job satisfaction on project performance in
Ethiopian Electric Power. Job satisfaction of employee’s plays an important role on the
performance of an organization. It consists of many different factors that can affect employee’s
job satisfaction. Seven of these many factors were used as predictor variables like compensation,
working condition, job description, Work life balance, Respect and recognition, career growth
and job security. Under each of these factors, questions were prepared in the form of closed
ended and open-ended questions to collect the sample of 135 targeted populations, 126
respondents returned from seven project offices of Ethiopian Electric Power using the data
collecting methods questionnaire and interviews. 10 of 126 respondents were replied both
questionnaires and interview questions. These respondents were selected by simple random
sampling method. The research type was quantitative with descriptive method. Literature survey
described in the report served as the conceptual framework. The data collected from the
questionnaire were analyzed by means of inferential Statistics which measures such mean,
correlation analysis, and multiple regression analysis. The finding obtained from the analysis
indicates that, there is a statistically significant relationship between employee’s job satisfaction
and project performance. The researcher recommended the organization to improve the factors
that affect employee’s job satisfaction.

Key words: Job Satisfaction, Project Performance, quantitative, Correlation, Multiple

Regression,

VIII
 CHAPTER ONE
1. Introduction
Job satisfaction of employees plays a vital role on the performance of an organization. It is
essential to know as to how employees can be retained through making them satisfied and
motivated to achieve extraordinary results to their organization. Accordin g to S.Ganesan (2014)
Study, Human resources approach to manpower enables the manager to view the people as an
important resource to any organization. It is the approach through which organization can utilize
the manpower not only for the benefits of the organization but for the growth, development and
self-satisfaction of the concerned people. When an Organization target and achievement depends
on employee satisfaction, it can contribute for organizational success and growth, enhances the
productivity, and increases the quality of work.

The Company under the study‟s, Ethiopian Electric Power (EEP) main function is, constructing
of Dams, Substations and the higher transmission lines. It is the only monopolist company in
Ethiopia in generating the electric power being a project-based organization (EEP, 2019). So, the
Company manages many different projects, within which there are human resources. The
purpose of this study is focused up on the link between employee‟s job satisfaction and project
performance with positive and negative effects of job satisfaction on company project

performance .

1.1. Background of the study

On the company‟s performance, the effects of employee‟s job satisfaction play a great role to
progress the organization ahead laying the climate peaceful among the employees and the
organization. It also makes the organization productive and successful toward its objectives. It is
fundamental to retain employees, reducing the turnover found in the organization through
making the workers satisfied and inspired to perform their extraordinary outcomes.

The target and achievement of the organization depends up on the employee‟s satisfaction.
According to (Anju K. J & Sona G., (2015), job satisfaction is defined as the extent to which an
employee feels self-motivated, content or satisfied with his/her job. It happens when an
employee feels having job stability, career growth and a comfortable work life balance. This
1
implies that the employee is having satisfaction at job as the work meets the expectations of the
individual.

It is indispensable or crucial for an organization which enables employees think, discover, and
make strategies to improve their output with great commitment. Through this initiative, business
outcomes improved, productivity enhanced, and commitment also get strengthened. Therefore,
increasing staff satisfaction is very vital and important factor for the success of an organization.
(Muhammad et.al.2013)

According to Anju K.J & Sona G. (2015), Satisfaction is a pleasurable or positive emotional state
resulting from the appraisal or one‟s job or job experience. And also, the amount pleasure or
contentment associated with a job. If you like job intensely, you will experience high job
satisfaction. If you dislike your job intensely or strongly, you will experience job dissatisfaction.

The Human resource management includes the processes required to coordinate the human
resources on a project. Human resource is one of the basic necessity resources on
accomplishment of projects as required time schedule activities. Therefore, Employees job
satisfaction has an impact on project successes and performance.

1.2. Background of the organization

The Ethiopian Electric Light and Power Authority (EELPA) and which established 1956, after
having under gone structuring was reorganized as the Ethiopian Electric Power Corporation
(EEPCO). EEPCO later by decree announced by reorganized in to two companies Ethiopian
Electric Power (EEP) and Ethiopian Electric Utility (EEU). EEP which was established in 2013
by the Council of Minsters Regulation No.302/2013 and by the revised Council of Ministers
Proclamation No.3821/2015 is responsible for Generating, Transmitting and Wholesale of
electricity to EEU, Large industries and to neighboring countries.

EEP has a vision of to be a first-class providing quality power of the country and regionally
interconnected as competitive export industry there by realize reliable power infrastructure that
feeds the 2020 middle income economy plan. And to full fill its mission to provide educate
quality electricity generation and transmission through continuous improvement of

2
management practices responsive to the socioeconomic development and environmental
projection need of the public by implementing the construction of the power plants, transmission
lines, substation, operation, and energy wholesale.

The Ethiopian Electric Power/ EEP/ main function are a state-owned electricity producer in the
Federal Democratic Republic of Ethiopia. It is engaged in development, investment, construction
dams, operation, and management of power plants, power generation, power transmission and
selling the generated power to the sister company Ethiopian Electric Utility /EEU/, Large
Industries and neighbor Countries by producing the total capacity of 4269 Mega Watt electricity
power and administered 18 power plants with the total man power of 6,354 number of employees
1,387 professionals and 4,967 nonprofessionals. (EEP, 2019)

1.3. Statement of the Problem

Employee‟s job satisfaction is the key for any organization good performance and success. Thus,
a satisfied employee is always important for an organization to deliver the best of their
capability. Every employee wants a strong career growth and work life balance at workplace. If
an employee feels happy with their company & work, they look to give back to the company
with all their efforts. Importance of job satisfaction can be seen as employee and employer
perspective.

Job satisfaction has an advantage to employees to earn a good salary, to have job stability, to
have a steady career growth, to get reward recognition and continuously have new opportunities
and also job satisfaction has an advantage to employers because, a satisfied employee always
contributes more output for the company, which helps to control the company grow. In addition,
Omotayo & Anthania (2012) described that Human Resource Planning (HRP) plays a vital role
in securing organization competitive advantage. By ensuring right people with necessary and
adequate skills are rightly placed at the right time. Retaining employees through strategic
policies such as career path planning, pay and benefits; also engaging in operational strategies,
like re-training, re-deployment or relocation in order to make sure employees move in the right
perspective by putting in place standards, good reward systems and employee-employer
relationships.

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Therefore, the effects of employee‟s job satisfaction on the project‟s performance has a great
impact on every activities of the organization, due to job satisfaction is the pillar for employee‟s
peacefulness that enables them increase their productivity in every sector they are involved.
Ismail and ea.tal, (2014) stated that Productivity takes the organization to its targeted destination
with the successful achievement of its objective. It also reduces the employee‟s turnover from
the organization due to lack of satisfaction,

The company under the study, Ethiopian Electric Power (EEP) is a project-based organization
and the only monopolist in electric power generating energy rendering company in Ethiopia. Due
to Project is a temporary, unique, and complex task of some form, or a collective course of
action, growing number of people spend more time in various types of projects and temporary
organizations; the HRM activities take place in project- based work settings. According to Sujit,
(2007) study, The Human resource management includes the processes required to coordinate
the human resources on a project. Such processes include those needed to plan, obtain, orient,
assign, and release staff over the life of the project because; a management of the human
resources on a project has a major impact on the project‟s success or failure.

Consequently, the under-study company EEP projects are constructing large Dams like Hidasie
Gidb, Genale Hydro Project, Koisha Hydro Project, Koyisha Wind Project, Substation and
Transmission lines and like projects highly need special attention on HRM. According to the
company project hugeness, EEP constructs the whole construction parts by sub-contractors while
the controlling and supervising part is handled by EEP project employees. Hence, it requires job
description to enable employees perform the job accordingly. According to Muhammad & et.al
(2013), the company should provide or keep employees with their job satisfaction (i.e. Good
salary, Career, Work life balance, Job Security, Recognition and Challenges) in the company.

Shaju.M and Subhashini D. (2017) stated that, due to job satisfaction is the base for the success
of the organization and if the company neglect keeping employee‟s satisfaction, the profitability
of the company is going to reduce its income because of unsatisfied employees lags the success
of the company behind. The result facilitates the company lose its goodwill in addition to
unsatisfied customers demand incurring unexpected cost. These will diminish the national

4
economy that the company would contribute to the national GDP. Such reduction of national
economy could be transformed to public movement up on government. If it is so, the political
instability of the country can be occurred which is the worst situation for the citizen at all.

Hence, the researcher more interested on the title of “Effects of Employees Job Satisfaction on
the Project Performance: The Case of Ethiopian Electric Power” concerning this title, any
research was not done in the company. Therefore, having the understanding of the effect of
employees‟ job satisfaction on Project performance is the major solution for EEP to improve
rendering the quality and efficient service to the public knowing that the effects of employee‟s
job satisfaction is the base for all its effectiveness.

1.4. Basic Research Questions

In light of the problem discussed above the research aims to answer the following research
questions:
 What are the effects of compensation & working condition of employees on EEP project
performance?
 Is there applicable employee‟s job description in the EEP?
 What is the impact of employee‟s work life balance on EEP Project performance?
 What is the benefit of providing respect and recognition to employees on EEP project
performance?
 What is the effect of keeping career growth for employees on EEP project performance?
 What is the impact of keeping the job security for employees on EEP project
performance?

1.5. Objectives of the study

Every research has its own basic objectives of the study. Therefore, the objectives of this study
are classified in to two. These are: Primary objective and specific objectives.

1.5.1. Primary Objective

The primary objective of the study is to assess the existing situation of the effects of employee‟s
job satisfaction on EEP Project performance: The case of Ethiopian Electric Power.

5
1.5.2. Specific Objectives
The specific objectives are those objectives of the company to specify the strategic goals that
measurable, achievable and assigned the accountable persons. In addition to the above general
objective, the study aims:
 To assess the effects of compensation & working condition of employees on EEP project
performance.
 To assess the applicable job descriptions in the EEP.
 To assess the impact of employee‟s work life balance on EEP Project performance.
 To assure the benefit providing respect and recognition to employees on EEP project
performance.
 To assess the effect of keeping career growth for employees on EEP project performance.
 To assess the impact of keeping the job security for e mployees on EEP project
performance.

1.6. Hypothesis
According to paul.J.Lavrakas, (2008) a research hypothesis is a specific, clear, and testable
proposition or predictive statement about the possible outcome of a scientific research study
based on a particular property of a population, such as presumed differences between groups on a
particular variable or relationships between variables. Therefore, as described in the objectives
above, the following hypotheses were discussed here below:
Ho1: Compensation will not have a positive and statistical significant relationship with project
performance.
Ho2: Working condition will not have a positive and statistical significant relationship with
project performance
Ho3: Job description will not have a positive and statistical significant relationship with project
performance
Ho4: Work life balance will not have a positive and statistical significant relationship with
project performance
Ho5: Respect and recognition will not have a positive and statistical relationship with project
performance
Ho6: Career growth will not have a positive and significant relationship with project
performance

6
Ho7: Job security will not have a positive and significant relationship with project performance

1.7. Operational Definition of Terms

Project is a temporary, unique, and complex task of some form, or a collective course of action.
In that respect, in everyday language we often think of the project as a particular kind of
temporary organization (Karin and Jonas 2011). Therefore, the human capital in form of
effective project team collaborate their knowledge, skills and abilities in such a way that
enhances project performance.

Job satisfaction is a psychological attribute of the employee which he/she enjoys, whereas, job
performance is the practical reflection of that employee‟s suitability to that profession, which
make the employer rejoice. It is the most considerable factor in understanding the worker
motivation, effectiveness, retention and performance. ( Shaju.M and Subhashini 2017)

Job performance can be defined as the degree of accomplishment of particular task, duties and
responsibility for employee to achieve organizational goals. Job performance is the main issue to
any organization because of the importance of high product ivity in the work place. (M.D.S.H
Perera& W.A.S Weerakkody, 2016)

Compensation & Working conditions : One of the biggest factors of job satisfaction is the
compensation and benefits given to an employee. An employee with a good salary, incentives,
bonuses, health care options etc is happier with their job as compared to someone who doesn‟t
have the same. A healthy workplace environment also adds value to an employee.

Work life balance : Every individual wants to have a good work place which allows them time
to spend with their family & friends. Job satisfaction for employees is often due a good work life
balance policy, which ensures that an employee spends quality time with their family along with
doing their work. This improves the employee's quality of work life.

Respect & Recognition: Any individual appreciates and feels motivated if they are respected at
their workplace. Also, if they are awarded for their hard work, it further motivates employees.
Hence recognition is one of the job satisfactions factors.

7
Job security: If an employee is assured that the company would retain them even if the market is
turbulent, it gives them immense confidence. Job security is one of the main reasons for job
satisfaction for employees.

Career Growth: Employees always keep their career growth part as a high priority in their life.
Hence, if a company helps groom employees and gives them newer job roles, it enhances the job
satisfaction as they know they would get a boost in their career, (Wen-R.H, 2019)

Job description: A job description is an internal document that clearly states the essential job
requirements, job duties, job responsibilities, and skills required to perform a specific role. A
more detailed job description will cover how success is measured in the role so it can be used
during performance evaluations. They are also known as a job specification, job profiles, JD, and
position description (job PD).

Employee job satisfaction is the fulfillment of employee‟s desire which creates inspires to
perform the fruitful result of the targeted job. Such satisfaction can be obtained from good
working environment, attractive salary payment, convenient administrative situations,
performance evaluation and incentive which are being free from partiality.

Project: is the temporary organization which has starting and ending date with limited budget,
human resources, scope and time frame. Therefore, the project performance success is based up
on the employee satisfaction. Due to the satisfied employee abstain or restrain from such shirk of
work applying his or her full of professional skill or knowledge towards the job which enables
the project successfully completed on time without incurring extra costs.
Dependent variable: the variable that depends on other factors that are measured. These
variables are expected to change as a result of an experimental manipulation of the independent
variable or variables. It is the presumed effect.
Independent variable : The variable that is stable and unaffected by the other variables you are
trying to measure. It refers to the condition of an experiment that is systematically manipulated
by the investigator. It is the presumed cause. https://libguides.usc.edu/writingguide/variables

8
1.8. Significance of the Study
The effects of employee‟s job satisfaction on EEP project performance study‟s findings and
recommendations that may have high importance to improve employee‟s job satisfaction, to
enable the human resource management make right decision and to inspire employees for
effective performance. The study is also important for planners, practitioners and for top level
management policy makers of EEP in understanding of the study findings and recommendations
to improve their policy and procedure. In addition to these, the study can serve as information for
those who are interested to conduct further study on related topics.

1.9. Scope of the Study

The delimitation of this study was the effects of employee‟s job satisfaction on project
performance: the case of EEP. Thus, the researcher prefers to focus up on seven projects
permanent employee‟s job satisfaction which can determine the fulfillment of EEP project
performance. Because this study, encompasses employee‟s job satisfaction on Project
performance over all EEP. The study was limited to the assessment effects of employee‟s Job
satisfaction on seven Project performance of EEP.

1.10. Organization of the Study

The research study will compose of five chapters. The first chapter will deal with introductory
background of the study ground of the sating statement of the problem, basic research question,
objective of the study, definition of the terms, and significance of the study and scope of the
study. The second chapter will present the related literature review. The third chapter will deal
with research design and methodology, focus on presenting data collected from the company that
relate to the research and given analysis of the data collected, the sources of data, data collection
instruments employed, the procedure of data collection and the methods of data analysis used.
The fourth chapter will present summary of findings of the study, and interpret or discuss the
findings. The last chapter contains conclusions, limitations of the study and recommendations.

9
 CHAPTER TWO
2. Review of Related Literature
This Chapter Schemes to review theoretical and empirical theories those related to the study to
disclose knowledge for more understanding of effects and impacts of employee‟s job satisfaction
on an organization performance that can helps to draw the study analysis.

2.1. Theoretical Review

Theories are analytical Instruments that enable the researcher more understand the study, to
illustrate and assumption about the subject matter. It can also help us to compare the conceptual
frame work are evaluate and comment on the research gap of the given study (Mwangi &
Nyambura, 2015)

2.1.1. Job satisfaction

Satisfaction means the happiness on individual‟s life, environment, job and relations (Murat
KOC &Mustafa Fedai 2014). Different Authors stated about employee‟s satisfaction definitions
on related with job satisfaction. Job satisfaction is an individual‟s positive or negative attitude
toward their job (Greenberg & Baron, 2008). According to M.D.S.H. Peresa & W.A.S.
Weerakkody (2016), Job Satisfaction is an emotional response to a value judgment by an
individual worker. If his job values are perceived as be ing fulfilled, he will experience the
pleasurable emotions of satisfaction; if they are perceived as being frustrated, he will experience
the pleasurable emotion of dissatisfaction.

According to Shaju.M, &Subhashini.D (2017), Job satisfaction is the most considerable factor in
understanding the worker motivation, effectiveness, retention and performance, a measure of
workers' contentedness or happiness with their job, whether or not they like the job or individual
aspects or facets of jobs, such as nature of work or supervision. It‟s a pleasurable, positive state
resulting from one's job and job experiences. In addition to the specific task environment of the
employees, this also encircles the individual‟s affective attitude or orientations for work. While a
person who is dissatisfied with his or her job holds negative attitudes about the job.

10
Mueller & Kim (2008) recognized two types of job satisfaction; that the overall feeling about the
job, and the feelings about the aspects of the job, such as benefits, salary, position, growth
opportunities, work environment, and the relationships among employees. The considerable time
spent by employees at the work place makes job satisfaction a significant factor since
dissatisfaction can have an adverse impact on the individual‟s personal life. In general, Job
Satisfaction is all about an individual‟s feelings about the work, work environment, pay,
organization culture, job security and so on. Job satisfaction has the following different forms as
according to the cited by Hans J. Jeppesen & Thomas S. Jonsson (2013).

 Progressive work satisfaction: A person feels satisfied with the work. By increasing the
level of aspiration, a person tries to achieve an even higher level of satisfaction.
Therefore, a “creative dissatisfaction” with respect to some aspects of the work situation
can be an integral part of this form.
 Stabilized work satisfaction: A person feels satisfied with the work, but is motivated to
maintain the level of aspiration and the pleasurable state of satisfaction. An increase of
the level of aspiration is concentrated on other areas of life because of little work
incentives.
 Resigned work satisfaction: A person feels indistinct work dissatisfaction and decreases
the level of aspiration in order to adapt to negative aspects of the work situation on a
lower level. By decreasing the level of aspiration, a person is able to achieve a positive
state of satisfaction again.
 Constructive work dissatisfaction: A person feels dissatisfied with the work. While
maintaining the level of aspiration a person tries to master the situation by problem
solving attempts on the basis of sufficient frustration tolerance. Moreover, available
action concepts supply for goal orientation and motivation for altering the work situation.
 Fixated work dissatisfaction: A person feels dissatisfied with the work. Maintaining the
level of aspiration, a person does not try to master the situation by problem solving
attempts. While frustration tolerance prevents defense mechanisms, necessary efforts for
problem solving seem beyond any possibility. Therefore, the individual gets stuck with
their problems and pathological developments cannot be excluded.

11
  Virtual work satisfaction: A person feels dissatisfied with the work facing unsolvable
problems or frustrating conditions at work to maintain one‟s level of goal.

2.1.2. Factors Affecting Job Satisfaction

Many authors stated that employee‟s job satisfaction is affected by money different factors.
SHRM (2016) stated the following points as factors of job satisfaction: -
Experience: The experience an employee receives from various components of the work
environment will influence his/her attitude towards them. Suppose a job is monotonous and not
exciting, then the employee is likely to get dissatisfied with it. There are many organizations
which invest a large sum in making it more interesting and challenging so that it actively engages
the employees and their satisfaction level would be high.

Association: Association plays a dominant role in job satisfaction, in the sense that if the current
job of the employee is similar to the one he has done in the past, then he may derive satisfaction
level of his previous job to the present one.

Social Learning: In an organization, people work in groups and interact with them regularly,
either formally or informally, which has a great impact on the level of their satisfaction.
Employees whose job is similar communicate with one another and tend to develop the same
feelings for job elements like the work itself, pay, working conditions, rules, supervisor,
manager, etc. Suppose if someone says that this job is tedious and unchallenging, everyone in the
group agrees to it and develop similar attitude.

Heredity: Genetic predispositions are important in the context of job satisfaction as people.
According to research, about 30 percent of the job satisfaction is based on the heredity
components. Managers can measure job satisfaction of a worker by observing their behavior,
interviewing and distributing questionnaires, to get the information properly ( SHRM, 2016).
According to Wen-R.H, (2019) study Job satisfaction is related to the psychology of an
employee. A happy & content employee at a job is always motivated to contribute more. On the
other hand, a dissatisfied employee is lethargic or tired, makes mistakes & becomes a burden to
the company.

12
The elements & factors which contribute to job satisfaction are Compensation & Working
conditions: One of the biggest factors of job satisfaction is the compensation and benefits given
to an employee. An employee with a good salary, incentives, bonuses, health care options etc is
happier with their job as compared to someone who doesn‟t have the same. A healthy workplace
environment also adds value to an employee.

Work life balance: Every individual wants to have a good work place which allows them time to
spend with their family & friends. Job satisfaction for employees is often due a good work life
balance policy, which ensures that an employee spends quality time with their family along with
doing their work. This improves the employee's quality of wok life.

Respect & Recognition: Any individual appreciates and feels motivated if they are respected at
their workplace. Also, if they are awarded for their hard work, it further motivates employees.
Hence recognition is one of the job satisfactions factors. Job security: If an employee is assured
that the company would retain them even if the market is turbulent, it gives them immense
confidence. Job security is one of the main reasons for job satisfaction for employees. According
to (Subhasish Chatterjeee, 2015), Job security is naturally a fundamental element of an
employee‟s perception of without first feeling stable in one‟s job; it is hard to foresee different
components contributing decisively to overall job satisfaction.

Challenges: Monotonous work activities can lead to dissatisfied employees. Hence, things like
job rotation job enrichment etc can help in job satisfaction of employees as well.

Career Growth: Employees always keep their career growth part as a high priority in their life.
Hence, if a company helps groom employees and gives them newer job roles, it enhances the job
satisfaction as they know they would get a boost in their career, (Wen-R.H, 2019).

According to Murat KOC & Mustafa Fedai (2014), study many of employee attitudes that
motivate job satisfaction are affected by many factors and the work itself. Also the managing to
pay the employees compensation organizational opportunities for employees is a crucial role in
succeeding the expectations of employees and formation of job satisfaction. Generally, job
satisfaction can be affected by the work itself. It can be the sense of satisfaction for the content

13
of the Job by providing the possibility of taking responsibility, be engaging, enabling person the
opportunity for learning; The Wage that means, the perception of equal wages when compared to
different organization; getting the Opportunity for Progress or promotion in the organization;
The sense of satisfaction for the management (Management having ability of providing
behavioral and technical support).

And also, Tavmergen, (2002) describe that the sense of satisfaction for friendship or Colleagues
social support and technical support relations The Company‟s vision, mission, correctness of
strategies and values to the value of the employee, improve job satisfaction. Other factors for job
satisfaction can be listed as; terms of recruitment, reward systems, health and work safety
measures, work environment, job security, business management and policy, relations with
superiors and colleagues, and communication.

2.1.3. Strategies of Improving Job Satisfaction

Mallikarjuna NL (2012), stated that twelve strategies those can improve job satisfaction as
follows: -
1. Set New Challenges for Your Employees: At the time of employees got a challenge because of
lack of education or skill or downturn economy, Employees with a little imagination can create
new challenges then they can make the best of the job by their own. This enables that to improve
Job Skills, can help let employee to develop, and can help to match let employee to mentor a co-
worker.

2. Match Employee Abilities with Responsibilities: Employees ability and responsibility must be
compatible otherwise the job becomes boring. Following are some suggestions to make the
balance: Take Break up the monotony, Cross training, Volunteer for something different &
Growth opportunities.

3. Keep Your Employees Always Positive: To create positive thinking in your employees, you
must be positive thinker and reframe their thought process about their job. Changing your
attitude about worker and also employee‟s job satisfaction can create gradually. The following
technics can help to develop employee‟s positive thinking: -

14
  Stop Negative Thoughts: - Pay attention when message transfer to employees.
 Put Things in Perspective: Remember everyone encounters good days and bad days on
the job.
 Look for the Silver Lining: "Reframing" can help an employee find the good in a bad
situation.eg. Employee receives a less than perfect performance appraisal and his boss
warns him to improve or move to another job. Instead of taking it personally or looking
for another r job right away, look for the silver lining. Depending on where he works,
the silver lining may be attending continuing education classes or working closely with
a performance coach and having the satisfaction of showing the boss that you're capable
of change.
 Learn from Your Mistakes: Failure is one of the greatest learning tools, when employees
make a mistake give them a chance to learn more.
4. Energize Employees: The Power of Recognition: -Recognition is the main tool to motivate
and energize employees to good performance of any organization.

5. Inspire Employees: Reward Systems: - It is the best system to empowering employees and to
know how satisfied the employees by their performance.

6. Proper Management Style: - The relationship between the manager and employees must be
clear and understand each other.

7. Conductive Workforce Environment and Health Issues

8. A Good Salary Package Can Cancel Out Various Minor Issues
9. Exploring Economic Condition of Employees
10. Job Satisfaction Through Job Enrichment
11. Designing Jobs That Motivate: -There are five factors of job design that typically contribute
to people's enjoyment of a job which leads to job satisfaction:
 Skill Variety: Increasing the number of skills that individuals use while performing
work.
 Task Identity: Enabling people to perform a job from start to finish.
 Task Significance: Providing work that has a direct impact on the organization or its
stakeholders.

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  Autonomy: Increasing the degree of decision making, and the freedom to choose how
and when work is done.
 Feedback: Increasing the amount of recognition for doing a job well, and communicate
the results of people's work.
12. Work Life Balance: - it is very crucial aspect for every employee, especially females to
balance their personal and professional lives (Mallikarjuna NL, 2012).

2.1.4. Importance of Job Satisfaction

Job satisfaction is the energetic response to the mission of work they are involved. So, in simple
language it is generating motivation, deriving positive attitude as well as responding happily
towards their duty. A cheerful laborer is the beneficial delegate and a happy agent satisfied by
his job. Work satisfaction achieves satisfaction in total life. This is basic for satisfaction and
fulfillment. High work satisfaction may incite improved advantage, reduce turnover, upgrade
interest, decreasing the rate of accidents and especially increases productivity. A single person
with high job satisfaction holds an uplifting aura towards the job, while a person who is
frustrated with occupation holds an adverse mindset about job (Subhasish Chatterjef , 2015).

A satisfied employee is always important for an organization as he/she aims to deliver the best of
their capability. Every employee wants a strong career growth and work life balance at
workplace. If an employee feels happy with their company & work, they look to give back to the
company with all their efforts. Importance of job satisfaction can be seen from two perspectives
i.e. from employee and employer perspective:
For Employees: Job satisfaction from an employee perspective is to earn a good gross salary,
have job stability, have a steady career growth, get rewards & recognition and constantly have
new opportunities.

For an employer: job satisfaction for an employee is an important aspect to get the best out of
them. A satisfied employee always contributes more to the company, helps control attrition &
helps the company grow. Employers need to ensure a good job description to attract employees
and constantly give opportunities to individuals to learn and grow. (Mohamed & et.al, 2013).
Building on work by psychologists who have investigated motivation, Frey argues that if buyers
and sellers of labor understand their relationship merely as a market exchange, this perception

16
can impair workers‟ motivation and sense of autonomy, reducing both their productivity and
their happiness (Frey B 1997).

Positively influencing staff is one way to develop an environment and culture where people want
to do their best and want to stay. Success comes through people. When companies are effective
in satisfying their employees, employees stay longer, make a deeper commitment to the business,
suggest ways to improve the company's products and services, and work harder to satisfy the
customer. In almost every survey - factors that motivate employees in the workplace, job
satisfaction is at or near the top of the list, far surpassing pay and benefits. Creating a work
environment that encourages speedy response to customers' needs and attentive follow-through is
the key to leveraging the power of the service-profit chain. This is only possible when people are
empowered to make decisions and are motivated to solve problems. Encourage employees to go
ahead of the literal boundaries of their jobs – to make suggestions for improvement – and an
organization will gain not just a part, but the full potential of their contributions to the business. (
Mallikarjuna NL 2012). M. D. Pushpakumari (2008), Conclude that a satisfied work force will
create a pleasant atmosphere within the organization to perform well.

2.1.5. Job Performance

Job Performance is defined as the degree of accomplishment of particular task, duties and
responsibilities for employee to achieve organizational goals. Job performance is preforming
organization interest because of the importance of high productivity in the workplace. Job
performance can be defined as the degree of accomplishment of particular task, duties and
responsibility for employee to achieve organizational goals. Job performance is the main issue to
any organization because of the importance of high productivity in the work place.(M.D.S.H
Perera & W.A.S Weerakkody, 2016) Employers should encourage constant communication a nd
feedback among employees at all levels of the organization to motivate for good performance
(SHRM, 2016).

Employee‟s job performance can be defined as in terms of quantity and quality expected from
each employee. With increase in competition, firms have recognized the importance of the
employee‟s job performance to compete in this global market because as the performance of the
employees increases, it will affect organization‟s performance and ultimately profitability of the

17
whole organization. Job satisfaction describes that how much happy an individual is with his or
her job. Attainment of a high-level performance through productivity and efficiency has always
been an organizational goal of high priority. In order to do that highly satisfied work force is an
absolutely necessity for achieving a high level of performance advancement of an organization.
Satisfied worker leads to extend more effort to job performance, then works harder and better
(M. D. Pushpakumari, 2008).

2.1. 6. Project Management Discipline

Project management is application of knowledge, skills, tools, and techniques to project activities
to achieve project requirements. Project management is accomplished through the application
and integration of the project management processes of initiating, planning, executing,
monitoring and controlling, and closing (Joseph Heagney, (2012).

The discipline of managing projects: many published sources still emphasize the steps needed to
manage a project, or the methodologies required to address difficulties in a given domain. The
book delves into the details of eight project cases, providing a lively description of some of the
difficulties encountered in managing projects. Thus, progress beyond the norms for managing
projects towards focusing on the actualities, the politics, and the less than perfect trade-offs
encountered. In doing so, it provides a primer for researchers, practitioners and students , looking
to gain further insights into how projects actually occur in practice, (Darren Dalcher, 2012).

The strategic management of projects: consideration of the full range of factors that impact
project success highlights the complex nature of project work and the interactions with other
aspects of work. Addressing the full range of factors required for successful delivery of
outcomes extends beyond the typical considerations and remit of project management. To
improve behavior in a consistent and meaningful manner would require a strategic consideration
of how projects are conceived, planned, co-ordinate and executed, how people addressed from a
more holistic and inclusive perspective, not typically covered by traditional project management
literature.re kept informed, become involved and engaged, and how decisions are made, values
considered and priorities developed(Darren Dalcher, 2012).

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The Human resource plan uses the requirement for human resources to develop a plan for staff
acquisition. There is usually iteration between the development of the Project management
schedule and the Human resource plan as “reality” is applied during development of the Human
resource plan during the different phases of the project. However, the project manager must also
be sensitive to the unique needs of the project environment and as to how this general knowledge
is applied in a different way than in the operational environment of the ongoing enterprise (Sujit
Mishra, 2007).

2.1.7. Effects of Job Satisfaction on Project Performance

Job satisfaction is a complex and controversial construct, on which there is no single definition.
Consensually, it is considered one of the most positive attitudes towards work itself and negative
attitude. Currently, there is a predominance of a multidimensional approach that understands
satisfaction as a tripartite psychological response composed of feelings, ideas and intentions to
act, by which people evaluate their work experiences in an emotional and/orcognitive way
(Judge & Kammeyer-Mueller, 2012).

Employee-oriented HRMP denote the organization‟s investment in its human resources,

especially in what concerns its growth and professional development. From the perspective of
social exchange theory, employees would respond to such care and investments with the
intention of continuing to work in the company and with more favorable evaluations of their
work environment. Thus, in organizations characterized by employee- -centered HRMP, given
the importance of welfare and development (Clarke & Hill, 2012), it would be expected to find
higher levels of job satisfaction among its members. Open systems oriented HRMP refer to
transparent internal practices, easily communicated to new members, through which managers
and employees openly discuss errors and criticisms. Evidence (Vermeeren, Kuipers, & Steijn,
2014) indicate that the most satisfied employees are those who receive ongoing feedback on their
performance, full information on the processes and procedures, as well as dignified and
respectful treatment by managers and supervisors.

Organizations are functioning basically with a purpose. If an organization wants to reach its
objective in this competitive environment it is necessary to arrange its limited resources
according and move towards the objective. Among the resources available in the organization

19
human resource is the vital aspect. It acts as the basic agency for the use of other resources too. If
an organization wants to reach its objective through changes in this competitive atmosphere, the
human resources available in should be very skillful and dedicated or committed. It is very
difficult to achieve the objective of the organization without considering of the human resource
act with their, personal goals and desires (M. D. S. H. Perera & W. A. S. Weerakkody.2016).

2.1.8. Impacts of Job Satisfaction on Project Cost

The primary responsibility of the project manager is to ensure that all work is completed on time,
within budget and scope, and at the correct performance level. Project cost management involves
estimating the cost of resources, including people, equipment , materials, and such things as
travel and other support details. After this is done, costs are budgeted and tracked to keep the
project within that budget (Joseph Heagney, 2012).

The aftermath of delays affects all people and organizations involved in the project. This is
especially true for the owner´s business since delaying the startup of the project will impede
obtaining the expected project revenue and will increase financial costs. In addition, the owner
may face several other difficulties resulting from the commitments assumed based on the
delivery date established in the contract (Marzouk et al., 2008). On the other hand, prolonging
the project execution time usually results in contractors that have to deal with cost overruns due
mostly to the following causes: extra expenses on management personnel, cost escalations of
materials, increase of financial cost, paying contract penalties, etc. (Singh, 2009). Moreover,
given the usual competitive environment in the construction industry, contractors that fail to
complete projects on time may get their reputation harmed and become impeded to obtain new
contracts.

2.1.9. The role of Human Resource Management on Project Success

Project human resources management, often overlooked in projects, involves identifying the
people needed to do the job; defining their roles, responsibilities, and reporting relationships;
acquiring those people; and then managing them as the project is executed (Joseph
Heagney,2012). Osibanjo & Adneniji, (2012) described that Human Resource Management
(HRM) defined HRM has been argued to be a replacement of the term personnel management in
organizations. According to S.Ganesan (2014), HRM is the process of managing people of an

20
organization with a human approach. Human resources approach to manpower enables the
manager to view the people as an important resource. It is the approach through which
organization can utilize the manpower not only for the benefits of the organization but for the
growth, development and self-satisfaction of the concerned people.

Human Resource Management (HRM) defined HRM has been argued to be a replacement of the
term personnel management in organizations. In this light, experts like Armstrong (1987) sees
HRM as „old wine in new bottles‟; while Guest (1987) argued that human resource management
is not a replacement but somehow differs from personnel management. Practically, it suggests
that Human Resource (HR) tasks are majorly concern with the administrative activities such as
recruitment, reward systems, pr omotion, and so on. However, it does not make HR
administrators „having a seat at the table‟ meaning that HR administrators is not regarded as a
strategic business partner, therefore does not contribute to the success of the business. Osibanjo
& Adneniji (2012) The Human resource management includes the processes required to
coordinate the human resources on a project. Such processes include those needed to plan,
obtain, orient, assign, and release staff over the life of the project (Sujit Mishra ,2007).

Administrative role of HR is majorly concerned with the clerical works such as record keeping,
which has remained prominent task of HR. If the role of HR is restricted to administrative role,
HR practitioners would be only seen as clerical administrative, task that could be handled by
non-HR practitioners. The recent use of technology and outsourcing has transformed the
administrative role of HR. Use of Technology: Technology has transformed the administrative
role of HR practitioners; thus, making them more effective and efficient toward employees and
managers (Brannick et. al,.2007).

The temporary nature of projects means that personal and organizational relationships generally
will also be temporary and, quite often, new. Staff-related project management processes must
address these transient relationships. Both the nature and number of people involved in a
project change as the project moves through its life cycle. For example, initially there will be
limited number of staff in the project and as we move along; we induct more staff into the
project. Staff management processes must recognize and address these changing needs. The
purpose of this process is to define an effective team structure for a project organizational unit.

21
The team structure defines the roles, responsibilities and relationships of the people managing
and working within a project organizational unit. An appropriate team structure will help to
optimize the efforts of the team and the success of the project. An inappropriate one can undercut
the efforts of a hard-working group of people and impede their success (Sujit Mishra, 2007).

People today live in a highly organized economy where a variety of organizations – including
firms, governments, and associations – constitute significant societal backbones. In many
organizations, people have roles as employees; in these roles, they carry out work that is
important to their well- being, identity construction, personal development, and, of course, their
income. Human Resource Management (HRM) has a critical role in handling the interplay
between employer and employee. Karin Bredin and Jonas Söderlund, (2016),

Projects are often accomplished by teams, teams are made up of people, and people are driven by
project leaders. Conspicuously absent from the preceding is the term “manager,” as in “project
manager.” If project managers manage projects, what do they do with the people who make up
their teams or support networks in the absence of a formal team? Successful project leaders lead
the people on their teams to consistent goal attainment and enhanced performance. They
combine a command of project tools and technical savvy with a real understanding of leadership
and team performance. Consistently successful projects depend on both. It is a balanc ing act of
execution and skilled people management. Ignoring one or the other is inviting project failure
and organizational inconsistency regarding project performance.

Joseph Heagne (2012), stated that Project managers must understand the mission and vision of
the organization first, then they must see how the project they are managing meshes with the
organization‟s mission, and they must steer the project to ensure that the interests of the
organization are met.

2.1.10. Project Time Management

I consider this a bad choice of terms, as “time management” implies personal efforts to manage
one‟s time. Project time management specifically refers to developing a schedule that can be met,
then controlling work to ensure that this happens! It‟s that simple. Because everyone refers to
this as scheduling, it should really be called schedule management (Joseph Heagney2012).

22
the project manager to keep the activities on track on time and he can concentrate on moving
resources to critical path to avoid project delay and he can constantly monitor the changes in the
schedule and remedial action can be taken to avoid or reduce the risk of project delay until the
project is successfully completed On the other hand, prolonging the project execution time
usually results in contractors that have to deal (T. D Jainendrakumar, 2015).

With cost overruns due mostly to the following causes: extra expenses on management
personnel, cost escalations of materials, increase of financial cost, paying contract penalties, and
so forth .Moreover, given the usual competitive environment in the construction industry,
contractors that fail to complete projects on time may get their reputation harmed and become
impeded to obtain new contracts. Project quality can also be affected due to construction delays
since the construction team usually dedicates less time to quality control when the main concern
is completing the project on time. When this is the case, workers are usually pushed to work
overtime and to increase the production rate, which very often entails failures and reworks. In
developing countries delays during the construction of public assets, such as schools, could also
result in social harm given the fact that this kind of infrastructure is usually urgently needed.
Therefore, the sooner those projects are completed, the better for satisfying the social needs in
those countries

In order to avoid the aforementioned incidents, contractors should implement project

management processes that lead to success in the delivery of constructio n projects. Project
management includes a number of planning and controlling processes that should be applied to
comply with the owners‟ requirements related to project time, cost, and quality (Rómel G. Solís
Etal, 2015).

2.1.11. Advantage of Employees Performance Evaluation

According to C.K. Sahoo and Sukanta (2012) study, Mishra Performance management is a
continuous process of managing the performances of people to get desired results. High-
performing organizations require effective performance-management systems to promote and
develop the values, principles and competencies needed to sustain optimal outcomes.
Performance evaluation function is to reveal performance needs by giving feedback about

23
employees‟ performance, determine rewarding relations, comment on results and make decisions
on human resource selections and recruitments (Murat Koc &Mustafa Fedai, 2011).

The benefits of Performance evaluation encourage rigorous objective and target setting. It
ensures regular performance review and detection of areas for improvement. It can identify
problem areas or poor performance and intervene in time. It provides a basis for resource
allocation based on targets, activities, outputs, and outcome priorities. It provides evidence for
the appraisal of individuals; that is, was what expected to be achieved actually realized? It can
demonstrate whether value for money is being achieved and indicates what measures should be
taken. It focuses on outputs rather than inputs. The results are more important than what went
into the inputs and the process of production or service delivery. It increases awareness of
production or service delivery and also increases greater participation in policy choices in areas
where performance can be measured. It can help to inform policy decisions by demonstrating
the impact of different choices. It improves accountability for the resources, power, and
authority granted to perform (Josephat Stephen Itika 2011).

Evaluating the performance of an employee in an organization is not only having concern with
how much satisfied he is with the job, but also with so many other factors like his professional
independence, organizational commitment, emotional intelligence, disciplined nature,
collaborative working style, organizational citizenship behavior (Shaju.M and Subhashini D.,
2017).

Performance evaluation has an advantage to reveal performance needs by giving feedback about
employees‟ performance, determine rewarding relations, comment on results and make decisions
on human resource selections and recruitments (Murat KOÇ &Mustafa Fedai, 20014). The
influence of human resource level and capacity has been cited as a key driver for continued
existence and success of most projects. Equally, projects owe their economic performance to
those charged with overseeing implementation. The level of human resource capacity is an
important management tool which can be used for guiding the available human resources to
enhance performance of projects (Tengan et al., 2014). To this end human resource capacity in
monitoring and evaluation causes projects to perform better. Employee attitudes are important to

24
management because they determine the behavior of workers in the organization (M. D.
Pushpakumari, 2008).

2.1.12. The Impact of Reward and Incentive System on Job Satisfaction

Performance appraisal is, to analyze the job done by employee, and potentials of the employees
individually, and to determine achievement degrees of employee‟s job evaluations. Performance
evaluation function is to reveal performance needs by giving feedback about employees‟
performance, determine rewarding relations, comment on results and make decisions on human
resource selections and recruitments (Akin, 2002).

Without performance assessment, it will be difficult to know whether the department is

achieving its objectives or not and to what extent. It is the responsibility of a line manager to sit
with employees and sign a performance agreement, which will be used as the basis of ind ividual
performance appraisal. The contract itself can be permanent, temporary, part time, but in a
performance management system, the rewards are based on performance. This can be in the form
of salary increment, renewal of contract, bonus, promotion, training etc. (Josephat Stephen Itika,
2011)

According to Frey B. (1997) Building on work by psychologists who have investigated

motivation, Frey argues that if buyers and sellers of labor understand their relationship merely as
a market exchange, this perception can impair workers‟ motivation and sense of autonomy,
reducing both their productivity and their happiness. One way of reducing the extent of this
problem, according to Frey, is to use awards as a supplementary reward mechanism. He will
argue that it is self-defeating to try to use the gratuitousness of awards as a motivating
mechanism. In any economy that depends on the division of labor and in which there is freedom
of contract, the relationship between employer and employee is necessarily one of exchange, and
it is unavoidable that some (typically all) people who are parties to this relationship are subject to
the will of others. The giving of awards may camouflage this fact of economic life but cannot
erase it. However, I will try to show that recognizing this fact need not impair anyone‟s sense of
autonomy.

25
Incentive is one way in which one might claim to find equivalence between these cases is by
saying that, in a competitive labor market, the price system is a payment-by-results incentive
mechanism. This may be what Frey means when he says that the wage received by each worker
depends exactly on the marginal product performed. If wages have this property, workers are
paid according to the results of their labor, and in the language of modern economics, wages are
incentives. Nevertheless, I think there would be some slippage of meaning in using the word
„incentive‟ both for payment schemes designed to induce specific performances from workers in
a hierarchical firm and for wage rates in a competitive market. As Grant (2002) has pointed out,
the meaning of „incentive‟ has evolved significantly since economics began to emerge as a
discipline in the eighteenth century. In its original meaning, an „incentive‟ could be any stimulus
that incited or aroused a person to feeling or action (Robert Sugden, 2017).

2.1.13. The advantage of applicable Job Description

According Brannick et al. (2007), job descriptions is an important document that is used to
describe accurately how to perform the job, it gives the information of the scope and specific job
activities, and also describe major responsibilities and positioning of the job in the organization.
Therefore, many organizations are working hard to make sure that job descriptions that they have
are effective in terms of productivity and in achieving the organization‟s objectives.

Job analysis is defined as the process of defining the task that makes up the job and the skill,
ability and responsibility that are required of an employee to perform the job. And also, Job
analysis is the process of collecting information about the content of a specific task. The purpose
of a job analysis is to classify the differences and similarities between different jobs and realize
the awareness and requirements on jobs in the organization. Job analysis is necessary in order to
prepare a job description and job evaluation (Bratton & Gold 2007, 381-382)

Generally, Job description and job analysis are the core stone for many tasks like recruitment and
hiring, performance evaluation and salary range, and that shows the significant of job description
in assisting the organization to get people who will performed well in their position. Therefore,
well developed job description is needed to clear all the difficulty that the employee will faced
while performing their tasks and duties (Royer, 2009). The output of job analysis is the job
description and specification. Job description is a process of describing the job to be performed.

26
The main contents are the job purpose and the job tasks and responsibilities. (Josephat Stephen
Itika ,2011).

2.1.13.1. Job Description and Its Significance to an Organization

According to Dessler (2008), job descriptions are normally used in order to drive operations
relating to recruitment, to notice expectations for workers, to contribute in establishing salary
grade level for different job categories. Job description characteristically contains some of the
following sections:
 Job identification: Job title, Preparation data, Preparer
 Job summary: General nature of the job, Major functions/activities,
 Responsibilities and duties : Major responsibilities and duties (essential functions) ,
Decision-making authority, direct supervision, budgetary limitations
 Standards of performance & Working condition

2.1.13.2. The importance of job descriptions

An employee‟s job description is integral to the development of his or her employee
development plan. Job descriptions establish a base so that an employee can clearly understand
what he or she needs to develop personally, and contribute to the organization. Job descriptions
provide an opportunity to communicate clearly about the direction the company is taking, tell
employees where they fit into the big picture, and set clear expectations of what is expected of
them. (C.K. Sahoo and Mishra, 2012).

2.2. Empirical Review

Different studies have been conducted by varies researchers, concerning the effects and impacts
of employee‟s job satisfaction in public organization and private company that shows that
employee‟s job satisfaction has higher impact on organization performance. Demeke etal. (2017)
by their study on the title of “Job Satisfaction and Associated Factors among Anesthetists
Working in Amhara National Regional State A Multicenter Cross-Sectional Study” they
conclude that Job satisfaction of anesthetists working in Regional State is low. The only factor
associated with job satisfaction was working position. Anesthetists were most satisfied with their
control and responsibility and least satisfied with coworker interaction.

27
According to Zewde Tefera (2017) study of Employees job satisfaction of on the case study of
Tuberculosis and Rehabilitation Training Center (Alert) shows that the employee job satisfaction
in ALERT between medical professional and support service department satisfaction is different.
The support service employees are slightly less satisfied from medical professionals. However,
the support service is the back bone of the medical professional department and also each
department contribution is very important to achieve the organizat ion overall objectives. Hence,
dissatisfaction in one department can affect the other department negatively. And also, Abel
Alemnew (2014), on his study finding concludes that job satisfaction has a strong positive
impact on job performance. In addition, there is a moderately positive correlation between pay,
promotional opportunities, co-workers, work itself and job performance and a strong positive
correlation between supervisor and job performance.

M. D. Pushpakumari (2008) on his study, by the title of the Impact of Job Satisfaction on Job
Performance, the study considered which rewards (intrinsic and extrinsic) could be measure job
satisfaction of an employee. It also reflected the influence of age, sex and experience of
employees on level of job satisfaction. In addition, it investigated in most satisfying event of an
employee in the job, the reason of employees stays and leaves the organization.

The researcher concluded that there is a significant impact of job satisfaction on performance of
employees in private sector organizations, Employees who are in higher levels position are got
more satisfaction from intrinsic rewards while, employees who are in lower levels tend to derive
more satisfaction with extrinsic rewards. Because of Professionals and Managers are willing to
extend more effort to the job than non-managers. And also, Employees who are in highly
competitive industries are more satisfied with their jobs than employees who are in less
competitive industries. Satisfied workers tend to less absenteeism to the work than low satisfied
workers. As the result high satisfaction is leads to fewer turnovers of employees in an
organization. And financial benefits play a significant role to satisfy, retain and attract employees
in any organization. (M. D. Pushpakumari, 2008).

According to Pavitra Dhamija, et. al. (2019), studies on the title of measuring of job satisfaction
the use of quality of work life factors; they explore the relationship of job satisfaction with the
quality of work life factors of bank employees. On their study finding they stated that job

28
satisfaction as explained by the quality of work life constructs, the uncomfortable work
environment has confirmed negative association with job satisfaction. The concepts of job
satisfaction and quality of work life related to private bank employees in Chandigarh and its
adjoining areas, strengthening the results can be generalized to other industries as well, if the
same factors are considered as parameters. And the results of unconformable wor k environment
have turned out to be highly alarming factor (Pavitra Dhamija, et. al, 2019).

Mohammd et. al.(2019) on their study they conclude that to minimize the amount of time and
money spent on recruiting and training new employees due to the rapid employee turnover rate,
Organazation must give attention on Employees Positive sentiments thus focus on factors those
can be lead to stay employees for long time like wage ,organizational culture, benefits, job
satisfaction, stress, training and development, promotion prospects, and job security. According
to Khalil-Ur Rahman et. al. (2017), high level of job satisfaction associated with greater ranked
efficiency, effectiveness, productivity and profitability, increases in job satisfaction have been
linked to more positive work environments, improved culture, and higher rate of worker
retention. The researchers also stated that employees job satisfaction can be motivated by
identifying new ways to give employees responsibility for their work, opportunities to create
interest in the work itself, by training supervisors to be more effective, today‟s leaders have the
opportunity to make a positive difference in the work lives of their employees.

Abdul Ghafoor Awan & Iffat Asghar (2014) on their Study, they stated that the successfulness of
any company strategy is depends on the inspiration and hard work of the company employees.
Researchers indicate that satisfied employees are the major asset and source of any company for
successful achievement of its short-term and long-term objectives. The results of study indicate
that the relationship between job satisfaction and job pay package, job security, and reward
system is positively correlated. And the impact of this satisfaction is direct and significant on
employees‟ job performance. According to C.K. Sahoo and Sukanta Mishra (2012) study,
performance management is a continuous process of managing the performances of people to get
desired results. High-performing organizations require effective performance-management
systems to promote and develop the values, principles and competencies needed to sustain
optimal outcomes.

29
Aria Farahmita (2016), investigate the influence of the manager‟s level of cost management
knowledge and job satisfaction on the relationship between budget participation and managerial
performance. Research shows that budget participation which is given to managers wit h higher
cost management knowledge and higher job satisfaction had no impact to their managerial
performance. Based on their findings the budget participation has positive effect to managerial
performance. The study result shows that managerial performance will increase when budget
participation combined with high level of cost management knowledge or when budget
participation combined with high job satisfaction (2-way interaction). The research also found
that the combination of cost management knowledge w ith high job satisfaction without the
opportunity to participate in the budgeting process will actually degrade the managerial
performance.

2.2.1. Summary of Empirical Review and Research Gap

Generally, in all the above studies researchers conducted employees job satisfaction studies by
different researchers in different angles, concerning effects of employees of job satisfaction,
factors affecting employees job satisfaction, impacts of job satisfaction on employees and
company performance. These show that how employee‟s job satisfaction is playing the key role
for an organization performance. The results of study indicate that the relationship between job
satisfaction and employees job security, work life balance, respect and recognition, incentive and
reward system is positively correlated. And the impact of this satisfaction is directly significant
on employees‟ job performance.

So, job satisfaction is an important research subject, not only for behavioral scientists, but also
for managers and organizations, for more than half a century. Job satisfaction is still important
for organizations because employees, who are satisfied with their job, may display high effort in
their jobs. (Broome et al. 2009). However Ethiopian Electric Power is the only monopolist
company in our country and all their projects organized to upgrade the electric power generation
to domestic service and to sale to abroad for generating income. The reason to study on the title
of Effects of Employees Job satisfaction on Project Performance in case of EEP, there is no any
research done on company on this area.

30
2.3. Conceptual Frame Work
According to this research, the project performance depends on employee‟s job satisfaction.
Therefore, it is considered as the dependent variable while employee‟s Job satisfaction regarded
as independent variable. Hence, the review literature and data collection for the study finding is
based on the following conceptual frame work of the study.
Job Satisfaction Dependent

• Compensation
• Working condition
• Jo description
Project
• Work life balance
Performance
• Respect &Recognition
• Career growth
• Job security

Figure 2.1 Conceptual Framework

31
 CHAPTER THREE
3. Research Design and Methodology
The researcher used the primary data that was collected through questionnaires and interviews
selecting the targeted population from the EEP Project office and site project office.

3.1. Research Design

This research employed a descriptive research design using qua ntitative type of research method.
It contained a numeric quantitative component that enables the researcher assessed the effects of
employee‟s job satisfaction on project performance in case of Ethiopian Electric Power.
The study used descriptive design to describe the cause and effect relationship between the
independent employee‟s job satisfaction variables and the dependent project performance
variable

3.2. Research Approach and Method

The research approach for this study assessed the relationship between the independent variables
of Job satisfaction and dependent variable of project performance. The predictor or the
Independent variables were Compensation & Working Condition, Job description, Work Life
Balance, Respect & Recognition, Career Growth, and Job Security and the response variable
called Project performance. To examine the relationship between dependent and independent
variables, the researcher used the Multiple Regression Analysis. According to Reid (1987)
Multiple Regression Analysis refers to a set of techniques for studying the straight-line
relationships among two or more variables.

3.3. Source of Data

According to Kothari (1990) the task of data collection begins after a research problem has been
defined and research design/ plan drew out. While deciding about the method of data collection
to be used for the study, the researcher should keep in mind two types of data methods primary
and secondary. Thus, data collected from both primary and secondary sources.

32
3.3.1. Primary Sources
The Primary data was gathered using questionnaires and interview. According to Naresh (2004)
describes a questionnaire as a booklet of structured, standardized procedure, pre-coded and
containing open ended questions at times that were used to collect information from the
respondents who record their own answers. In order to realize the target, the researcher engaged
in well-designed questionnaire as the best instrument for the collection of primary data.

These questionnaires were completed by seven EEP project employees who were randomly
selected for the purpose of the study. The study used a quantitative methodology involving close
ended questions as the measuring instrument, because it was helpful for the researcher to reach
respondents in less cost and less time. It provided an opportunity to respondents to express their
feelings freely.

The layout of the questionnaire was very simple to encourage participation of the respondents
meaningfully. The main reason for appearance and layout of questionnaire was to encourage
respondents complete the questionnaire so, in this study the questions kept as concise as possible
with the actual wording and phrasing of the questions. The questionnaires included dichotomous,
multiple-choice response and scaled-response. Moreover, the variables were attitudinal and
measured using Likert scale with five response categories (Strongly disagree, Disagree, Neutral,
Agree and strongly agree). And the researcher also used the face to face interview, which helps
to gather the real data from the respondents.

3.3.2. Secondary Sources

The secondary sources are the sources of data which have been collected by somebody else
before without the current researcher involvement which can be expressed in the form of
different books, research papers, international journal articles, related to the topic, and the like
references. Therefore, the researcher will use the secondary data for the study fulfillment.

3.4. Population of the study

The population of this study focused up on seven Projects permanent employees of EEP. The
targeted total population number was selected 204 permanent employees of the total pr ojects
randomly. Even though, the total man power of EEP was 6354 permanent employees according

33
to the 2019 EEP statistics indicates, taking these all for this study was very difficult. Some
numbers of permanent employees were taken randomly as shown in the table -3 here below.

Table-1 Total Number of Permanent Employees of EEP Projects

No. Projects Number of employees
Addis Ababa Site Project Total no. of
Project Office Office Employees
1 Hidasie hydroelectric 16 41 57
rd
2 Genale-3 hydroelectric 6 27 33
3 Koyisha hydroelectric 5 26 31
4 Ayish-2nd wind 4 18 22
5 Melkasadi hydroelectric 4 20 24
6 Aluto wind 5 15 20
7 Alolobad thermal 4 13 17
Total Population 44 160 204
Source: survey, 2019

3.5. Sample Size Determination

To determine the total population found in the seven projects of EEP and to decide the amount

of sample size (Yamane, 1967) sample size determination formula has been used where n is the
sample size, N is population size, and e is the error of 5 percentage points and a confidence
coefficient of 95% are assumed for this equation. Therefore, the sample size of this study is
calculated as follows:

n=N = 204 = 135

1+Ne 2 1+204(0.05) 2

Based on the above sample size determination formula, out of the estimated 204 total population,
the selected sample size was calculated 135 numbers of employees who were participated in this
particular study.

3.6. Sampling Methods and Procedures

The reason behind selecting such technique is to enable the researcher get proportional chance
from the respondents for better data collection. The selected equal proportion chance technique
benefited the researcher to get more information from the target population. Based on the above
sampling technique, the selected target population size was displayed on the following table.

34
Table-2 Selected Sample Population Size
No. Projects Number of Employees
Total Population Sample proportion in projects
1 Hidasie hydroelectric 57 135*57/204 = 38
2 Genale-3rd hydroelectric 33 135*33/204 = 22
3 Koyisha hydroelectric 31 135*31/204 = 20
4 Ayish-2nd wind 22 135*22/204 = 15
5 Melkasadi hydroelectric 24 135*24/204 = 16
6 Aluto wind 20 135*20/204 = 13
7 Alolobad thermal 17 135*17/204 = 11
Total Population 204 135
Source: survey of EEP, 2019
The researcher taken seven projects of the total number of EEP‟s Projects, targeting 135 sample
size, out of the total population of 204 professional and none professional employees using multi
stage technical sample size method and selected 10 sample size of staff members for an
interview, using proportionate system to provide more relevant information for the study.

3.7. Methods of Data Collection

The data required for the study was the primary data collected by distributing questionnaires and
making interviews. This type of data provided the relevant information through gathering the
data from the targeted population concerning the effects of employee‟s job satisfaction on project
performance in case of Ethiopian Electric Power.

3.8. Validity and Reliability

3.8.1 Validity
Healy & Perry (2000), explain that, validity determines whether the research truly measures that
which it was intended to measure or how truthful the research results are. It estimates how
accurately the data obtained in the study represents a given variable or construct in the study
(Mugenda, 2008). The questionnaire given to different experts to seek their opinion about the
adequacy and representative of the instrument to ensure that it covers all the variables being
measured as a way of eliminating content validity.

35
The study has ensured reduction of construct validity by deriving the research variables from
existing theoretical frameworks. The study has adequately reviewed related literature and
modeled the study on sound theoretical models.

A pilot study was conducted on the data collection instrument to pre-test the instrument before
the main survey. Saunders et al, (2009), agreed that in any research, it is expedient as a matter of
validity and reliability to check that the instrument is pre-tested before the final administration.
The pilot study enables the researcher assessed the clarity of the questionnaire so that those items
found redundant and misunderstood either discarded or modified to improve the quality of the
research instrument, thus increasing its validity

3.8.2 Reliability
Reliability refers to whether an instrument can be interpreted consistently across different
situations. It differs from validity in that it relates not to what should be measured, but instead to
how it is measured. Hair et al. (2007) defines reliability as the extents to which a variable or a set
of variables is consistent in what it is intended to measure. Duffy, Duffy, and Kilbourne (2001)
asserted, Cronbach‟s α measure the consistency with which participants answers items within a
scale. Duffy et al. (2001) further stated a high α (greater than .70) or higher indicate that the
items have relatively high internal consistency.

Table - 4 Reliability Statistics

Variables Cronbach‟s Alpha No of Items
Compensation 0.928 5
Working condition 0.981 4
Job description 0.987 5
Work life balance 0.941 3
Respect & recognition 0.989 5
Career growth 0.976 6
Job security 0.995 3
Project performance 0.993 8
Total 0.994 39
Source: own survey 2020

36
According to the above table the alpha Cronbach‟s coefficient for 39 items is 0.994, which
shows that the items have relatively high internal consistency? Due to the reliability coefficient
of the items is 0.70 or higher, it is considered “acceptable” in most social science research
situations. Therefore, the items prepared for this study by the researcher was reliably acceptable.

3. 9. Methods of Data Analysis

The data analysis method of the research is a descriptive method that used tables for statistic
computation of measures of average, mean, median, correlation coefficient etc. by using SPSS
system. Therefore, the correct interpretation of the data in descriptive form was made to draw
conclusion from the analyzed data and to lead valid conclusion on the study and also the
interview responses was analyzed using the systematic analysis. It can aid the researcher to
provide the valid conclusion and regression method.

3.10. Ethical Considerations

Ethics is the moral value which enables the researchers keeps the participants secret to minimize
their harm situations focusing on the general truth without exposing individuals to risk due to the
information they provide. Therefore, the respondent‟s privacy right must be protected by the
researchers ethically. Thus, the ethical consideration helps the respondent‟s belief the researcher
to offer the required information allotting their time well. Hence, concerning the research work,
the researcher asked the EEP responsible office by giving supporting letter written by St. Mary
University to get the Company permission. Then after, the company volunteered that the
researcher can distribute and collect the questionnaires and the interview data. At the time of the
data collection processes, the researcher taken the ethical issue in to consideration. Any related
data for the study was collected by issuing an official letter to EEP, the target respondents were
fully informed about the purpose, method, and intended possible uses of the research, what their
participation in the research entails and what risks involved; the confidentiality of information
supply and the privacy of respondent was respected.

37
 CHAPTER FOUR
4. Results and Discussions
4.1. Response rate for questionnaire
According to the researcher mentioned in the chapter-3 under sample size determination
descriptions, out of 135 questionnaires distributed to different seven branches of the project
offices and EEP head office, 126 or 95.5% of the total questionnaires were filled and returned
with the required information completely by those selected numbers of respondents through
email and mobile telephone.

4.2 Demographic characteristics of the respondents

Table-5 Demographic characteristics of respondents

No. Explicatory Variables of Respondents Frequency Percentage
%
Male 94 74.6
1 Sex Female 32 25.4
Total 126 100
Age Classes
18 _ 25 12 9.5
26 _ 35 49 38.9
2 Age 36 – 45 61 48.4
46 _ 60 4 3.2
Total 126 100
Levels 9 7.1
Diplomas 12 9.5
Educational Qualification 1stdegree 85 67.5
3 2nd degree 20 15.9
PhD degree - -
Total 126 100
PPM 10 7.93
EE 45 35.71
CS 22 17.46
4 Field of Education MIS 28 22.22
OL 9 7.14
Mgt 12 9.52
Total 126 100
Experience Classes
1 –10 13 10.32
11 – 20 25 19.84

38
 5 Work Experience 21 – 30 47 37.30
31 - 40 41 32.54
Above 40 years - -
Total 126 100
Source: own survey, 2020

The above table - 1 comprises the explicated variables of the total numbers of the respondents.
These were described as sex, age, educational qualification, field of education and work
experiences.
Under sex category, 94 or 74.6% of the total numbers of the respondents were male which covers
the largest numbers of the total respondents and the rest 32 or 25.4% of the total numbers of the
respondents were female. It indicates that, the large numbers of the total respondents were males
while the small numbers of the females were participated in the project works.

According to the age group, the respondent‟s conditions were described in the table -5 according
to the respondents age class, the age classes were classified in to 18 -25 years old class with
respondent numbers of 12, or 9.5%, 26 – 35 years old class, with the respondent numbers of 49
or 48.4% of the total respondents, 36 – 45 years old class, with the respondent numbers of 61 or
48.4% of the total numbers of the respondents, 46 – 60 years old class contains 4 numbers of the
whole respondents or 3.2% of the total numbers of the respondents, It shows that, the majority
numbers of the work force group were found in the age class of 36 – 45 years old with 46.7% of
the total numbers of the respondents existed in the EEP work.

Concerning educational Qualifications, as mentioned in the table -5, the majority numbers of
respondents found in the 1st degree holders group of the respondents with 85 numbers or 67.5%
of the total numbers of the respondents, the following 2nd degree holders group numbers of the
respondents with 20 numbers of the total respondents or 15.9% of the total numbers of the
respondents, whereas the diploma group consists 12 numbers of the entire respondents or 9.5%
of the respondents and the rest 9 numbers of the levels group of the respondents or 7.1% of the
total numbers of the respondents. This illustrates that, the majority numbers of the respondents
were the 1st degree holder numbers of the respondents.

According to the back ground information of the respondents mentioned in the table -5, it
contained 45 major numbers of the total respondents or 35.71% of the whole numbers of the

39
respondents skilled in electrical engineering professionals, the next 28 numbers or 22.22% of the
total numbers of the respondents accomplished with management information system
professionals, 22 numbers or 17.46% of the overall numbers of the respondents were computer
science professionals, 12 numbers or 9.52% of the total numbers of the respondents trained
management professionals. 10 numbers or 7.93% of the entire numbers of the respondents were
project planning management professionals and the last 9 numbers or 7.14% of the total numbers
of the respondents were organizational leadership professionals. This indicates that, the majority
numbers of the respondents were electrical engineering professionals , which is the most related
field of education for EEP primary work activities.

According to this study mentioned in the above table -5 the work experience classified in to
classes. The first major class of 21- 30 years of work experience comprises 47 number of
respondents or 37.3% of the total numbers of the work experienced respondents, The second
major class of 31- 40 years of work service consisted 41 numbers of respondents or 32.54% of
the total work experienced respondents, the third major class of 11 – 20 years of work service
contained 25 numbers of respondents or 19.84% of the total work experienced respondents the
fourth major class of 1 – 10 years of work experience consists of 13 numbers of respondents or
10.32% of the total work experienced numbers of the respondents. It indicates that, the number
of service years consisted in each work experience classes were different in comprising a number
of respondents, every comment or opinion given by those respondents were useful and
constructive due to their knowledge based professional skills were improved with practice within
that of a number of service years.

4.3. Descriptive analysis of Job satisfaction and Project Performance

This study concentrated on two different variables called employees job satisfaction and project
performance to get the solution for the problems occurred between the variables mentioned
above, gathering the individual‟s perceptions using questionnaires and analyses it as follows in
the table here below:

40
 Table – 6. Compensation

1 2 3 4 5
N0. Questions raised Rate SDA DA Neutral A SA Total

1 I perceive my salary to be 20 33 13 60 0 126

equitable with my colleagues on f
the same scale in EEP % 15.9 26.2 10.3 47.6 0 100
EEP awards employees selecting f 32 63 20 11 0 126
2 fairly for annual award
celebrations
% 25.4 50 15.9 8.7 0 100
EEP recognizes my
3 contributions in the form of f 31 32 53 10 0 126
paying annual bonuses and other
benefits
% 24.6 25.4 42.1 7.9 0 100
My salary level motivates me to
4 stay in EEP with my current f 21 63 32 0 10 126
good performance.
% 16.7 50 25.4 0 7.9 100
The job takes place in an
5 environment is free from health f 11 21 32 42 20 126
hazards
% 8.7 16.7 25.4 33.3 15.9 100
Source: Own survey 2020

According to the question raised in the table -6, on question no.1, 60 numbers of the majority
numbers of the respondents or 47.6% of the total numbers of the respondents were agreed on it,
33 numbers of the respondents or 26.2% of the total numbers of the respondents remained
disagree, 20 numbers of the respondents or 15.9% of the total respondents be situated on strongly
disagree and the rest 13 numbers of the respondents or 10.3% of the total numbers of the
respondents were neutral. It implies that, according to the majority numbers of the respondents
agreed suggesting EEP pays the same amount of salary for the employees available on equal
level of salary scale.

According to the questions raised in the table -6 on question no.2, 63 numbers of the majority
respondents or 50% of the total numbers of the respondents were disagreed, 32 numbers of the
second majority respondents or 25.4% of the total numbers of t he respondents existed strongly
disagree, 20 numbers of the respondents or 15.9% of the respondents were neither agree nor

41
disagree, and 11 numbers of the respondents or 8.7% of the total numbers were agree. It
indicates that, the majority numbers of the total respondents were disagreed which designates, as
there is no fair award for EEP employees.

Regarding to the question raised in the table -6 on question no.3, for the idea mentioned, 53
numbers of the majority respondents or 42% of the total respondents were neutral, 32 numbers of
the following majority respondents or 25.4% of the total numbers of the respondents were
agreed, 31 numbers of the respondents or 24.6% of the total numbers of the respondents were
strongly disagreed, 10 numbers of the respondents or 7.9% of the total numbers of the
respondents were disagreed. It shows that, the majority numbers of the total respondent‟s
response neither agree nor disagree or neutral. This neutralit y of the respondents specifies the
trustworthy that the respondents have on EEP expecting the future benefits of employees
according to their contributions.

Concerning the question raised in table -6 on question no.4, 63 numbers of the majority
respondents or 50% of the total numbers of the respondents remained disagreed, 32 numbers of
the respondents or 25.4% of the total numbers of the respondents were neutral, 21 numbers of the
respondents or 16.7% of the total numbers of the respondents strongly disagree and the last 10
numbers of the respondents or 7.9% of the total respondents were strongly agreed. The idea
implies that, the majority numbers of the total respondents were disagreed due to there is no
employee‟s motivation with salary payment in EEP.

As stated in the table -6 on question no.5, 42 major numbers of the respondents or 33.3% of the
total numbers of the respondents were agreed, 32 numbers of the respondents or 25.4% of the
total respondents were neutral, 21 numbers of the respondents or 16.7% of the total numbers of
the respondents were disagreed, 20 numbers of the respondents or 15.9% of the total numbers of
the respondents were strongly agreed, 11 numbers of the respondents or 8.7% of the total
respondents remained strongly disagree. It indicates that, the majority numbers of the
respondents were agreed as the work places of employees are free from hazards in EEP.

42
Generally, according to the above five raised questions in the table 4.2.1 and analyzed
individually, the majority numbers of the respondents were dissatisfied with the compensation
given to employees.
Table – 7 Working Conditions
1 2 3 4 5
Questions raised Rat SDA DA Neutr A SA Total
No. e al
The seating arrangements on the
1 job are adequate, keeping its f 22 31 29 33 11 126
standards
% 17.5 24.6 23 26.2 8.7 100
2 My nearest manager respects
employee‟s opinions equally f 0 43 53 20 10 12 6
stabilizing the working conditions
% 0 34.1 42.1 15.9 7.9 100
I can get the information from the
3 manager or from the recorded f 18 35 31 29 13 126
documents adequately, to achieve
my duties
% 14.3 27.8 24.6 23 10.3 100
A clean environment creates
4 motivation in employees mind to f 0 11 10 42 63 126
do more than usual out put
% 0 8.7 7.9 33.3 50 100
Source: own survey 2020

As mentioned in the table -7 of working conditions, some questions were raised concerning the
required facilities which enable employees to work peacefully. Hence, on question no.1, 33
major numbers of the respondents or 26.2% of the total numbers of the respondents were agreed,
31 numbers of the total respondents or 24.6% of the entire numbers of the respondents remained
disagree, 29 numbers of the respondents or 23% of the total numbers of the respondents were
reserved or neutral, 22 numbers of the respondents or 17.5% of the total numbers of the
respondents were strongly disagree and the last 11 numbers of the respondents or 8.7% of the
total number of the respondents were strongly agree . So, the majority of the total numbers of the
respondents indicate that, as there are standardized and facilitated seating conditions at
employee‟s work place in EEP.

Regarding the question raised in the table -7, on question no.2, 53 major numbers of the
respondents or 42.1% of the total numbers of the respondents selected neutral, 43 numbers of the

43
respondents or 34.1% of the total respondents commented on agree, 20 numbers of the rejoinders
or 15.9% of the total respondents preferred disagree and 10 numbers of the repliers or 7.9% of
the total respondents chosen strongly agree.

This shows that, the majority numbers of the total respondents chosen neutral, to say nothing
about their manager‟s respectability of employees and stability of the working conditions.
Concerning the question raised in the table -7, on the question number – 3, the first 35 numbers
of the respondents or 27.8% of the total respondents were disagreed, the second 31 numbers of
the total respondents or 24.6% of the total numbers of the respondents chosen neutral, while the
third 29 numbers of the respondents or 23% of the total numbers of the respondents convinced to
agree, the fourth 18 numbers of the respondents or 14.3% of the total numbers of the respondents
influenced to strongly disagree and the last 13 numbers of the respondents or 10.3% of the total
numbers of the respondents persuaded to strongly agree. This implies that, the majority numbers
of the total respondents were dissatisfied on obtaining the necessary information from the nearby
managers and the recorded documents adequately.

In relation to the question raised in the table -7 on question number 4, 63 numbers of the
respondents or 50% of the total numbers of the rejoinders suggested on strongly agree, 42
numbers of the respondents or 33.3% of the total numbers of the respondents reacted to agree, 11
numbers of the respondents or 8.7% of the total respondents replied disagree while the rest 10
numbers of the respondents or 7.9% of the total respondents countered neutral. This indicates
that, the most majority numbers of the total respondents believe in the concept of cleaned
environment creates working motivation for employees, which enables to increase the
employee‟s output products or services. Commonly, according to the questions analyzed
individually response indicates that, the majority numbers of the respondents replied agree when
compared with the total numbers of the respondents of each category. Thus, the employees are
satisfied with the working conditions of EEP.

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Table - 8 Job descriptions

1 2 3 4 5
No. Questions raised Rate SDA DA Neutral A SA Total

The job description is given 11 10 9 74 22 126

1 me according to my work f
position.
% 8.73 7.93 7.14 58.73 17.46 100
2 My job descriptions contain 10 11 20 63 22 126
work duties f
% 7.9 8.7 15.9 50 17.5 100
3 The job description creates job 11 10 31 74 0 126
satisfaction up on employees. f
% 8.73 7.93 24.6 58.73 0 100
I believe that using job
4 description helps the project f 11 21 10 84 0 126
finish on time, with allocated
budget keeping its quality.
% 8.7 16.7 7.9 66.7 0 100
Really, the job description has
5 a relation with job performance
in fulfilling my work f 21 0 21 73 11 126
responsibility effectively.
% 16.7 0 16.7 58 8.7 100
Source: own survey 2020

On the topic of job description, questions raised in the table -8 on question no.1, 74 major
numbers of the respondents or 58.73% of the total numbers of the majority respondents preferred
agree, the second 22 major numbers of the respondents or 17.46% of the total numbers of the
respondents favored strongly agree, 11 numbers of the respondents or 8.73% of the respondents
chosen strongly agree, the following 10 numbers of the respondents or 7.93% of the total
numbers of the respondents biased to disagree and the rest last 9 numbers of the respondents
commented on neutral. It designates that, the majority numbers of the respondents were satisfied
with the job description given to employees according to their working position.

With reference to job description, question raised in the table -8 on question number 2, 63
numbers of the respondents or 50% of the major numbers of the respondents select agree,
whereas 22 numbers of the respondents or 17.5% of the total numbers of the respondents
45
suggested strongly agree, while 20 numbers of the respondents or 15.9% of the total numbers of
the respondents chosen neutral, 11 numbers of the respondents or 8.7% of the total numbers of
the respondents proposed disagree and the rest 10 numbers of the total respondents or 7.9% of
the majority numbers of the respondents recommended strongly disagree. This illustrates that,
the majority numbers of the respondents agreed on work duties are described in the job
description according to the types of the work position given to an employee.
Relating to the job description question raised in the table -8, on the question number 3, 74
major numbers of the respondents or 58.73% of the majority numbers of the respondents were
agreed, the following 31 numbers of the respondents or 24.6% of the total numbers of the
respondents selected neutral, 11 numbers of the respondents or 8.73% of the total numbers of
the respondents were strongly disagree while the rest 10 numbers of the respondents or 7.93% of
the total numbers of the respondents chosen disagree. Thus, the majority numbers of the
respondents selected agree supporting that the job description creates job satisfaction up on
employees.

In relation to job description, the question raised in the table -8 on the question number 4
indicates 84 majority numbers of the respondents or 66.7% of the total numbers of the
respondents agree, the next 21 numbers of the total respondents or 16.7% of the entire majority
numbers of the respondents were disagree, 11 numbers of the total respondents or 8.7% of the
whole numbers of the respondents preferred strongly disagree, and the rest 10 numbers of the
respondents or 7.9% of the overall numbers of the respondents favored neutral. Hence, this idea
indicates that, the majority numbers of the respondents were satisfied on using job description
which helps to finalize the project work on time due to every pieces of job given to an individual
employee is already bounded within the scope of the project work.

In line with the question raised in the table -8 on the question number 5, 73 major numbers of the
respondents or 58% of the majority numbers of the total numbers of the respondents were
agreed, the next 21 numbers of the total respondents or 16.7% of the major numbers of the
respondents chosen neutral and strongly disagree respectively with the same numbers of the
respondents but different scale points and the last 11 numbers of the respondents or 8.7% of the
total numbers of the respondents strongly agree. It shows that, the majority numbers of the

46
respondents were agreed on the relation of job description and job performance which enable
employees successful in their work.

Generally, according to five individually analyzed questions, the majority numbers of the
respondents agreed or satisfied on the job description given to employees along with working
position.

Table - 9 Work life balance

No. Questions Raised Rate 1 2 3 4 5 Total
SDA DA Neutral A SA
1 EEP has a work life balance F 42 31 32 10 11 126
policy for its employees
% 33.33 24.6 25.4 7.94 8.73 100
2 Due to a work life balance
affects my work, I don‟t require F 21 53 31 11 10 126
it around my work area
% 16.7 42.1 24.6 8.7 7.9 100
3 EEP ensures that an employee
spends quality time with their F 33 43 30 20 0 126
family at work time

% 26.2 34.1 23.8 15.9 0 100

Source: own survey 2020

Concerning work life balance questions raised in the table -9 on the question number-1 states
that, 42 numbers of the total numbers of the respondents or 33.33% of the majority numbers of
the respondents were strongly agree, 32 numbers of the second total respondents or 25.4% of the
next major numbers of the respondents be situated on neutral,31 numbers of the total respondents
or 24.6% of the major numbers of the respondents were disagreed, 11 numbers of the
respondents or 8.73% of the total numbers of the respondents strongly agree and the last 10
numbers of the total numbers of the respondents were agreed. This indicates that, the majority
numbers of the respondents were strongly disagreed to specify with no work life balance policy
in EEP.

As to work life balance question raised in the table -9 on question number-2, 53 major numbers
of the total respondents or 42.1% of the majority numbers of the total respondents were
disagreed, 31 numbers of the respondents or 24.6% of the following majority numbers of the

47
total respondents existed neutral, the next 21 numbers of the respondents or 16.7% of the total
numbers of the respondents happened strongly disagree, 11 numbers of the respondents or 8.7%
of the total numbers of the respondents stayed agree and the rest 10 numbers of the respondents
or 7.9% of the total numbers of the respondents were strongly agree. It implies that, the majority
numbers of the total respondents assured the work life balance, not affects the work of
employees rather it inspires them to work more and more taking the responsibilities by their own.

Relating to the question raised in the table -9 on question number-3, 43 major numbers of the
respondents or 34.1% of the majority numbers of the total respondents remained disagree, the
following 33 numbers of the respondents or 26.2% of the next majority numbers of the total
respondents existed strongly disagree, 30 numbers of the respondents or 23.8% of the total
numbers of the respondents chosen neutral and the last 20 numbers of the total respondents or
15.9% of the entire numbers of the respondents preferred agree. This indicates that, the majority
numbers of the total respondents were dissatisfied due to the work life balance in EEP is not yet
assured.

Generally, according to the questions analyzed above separately, the maximum numbers of the
respondents answered disagree assuring as EEP never prepared employees work life balance.

Table – 10 Respects and Recognition

1 2 3 4 5
No. Questions raised Rate SDA DA Neutral A SA Total
1 Every employee is treated fairly
with respect by all management F 32 31 30 21 12 126
personnel in EEP
% 25.4 24.6 23.8 16.7 9.5 100
2 I receive a great deal of
information from my manager F 10 42 21 32 20 126
about my job performance
% 7.9 33.3 16.7 25.4 15.9 100
3 I do get acknowledgment by
bosses and colleagues for my F 31 63 32 0 0 126
skills and competencies
% 24.6 50 25.4 0 0 100
4 My boss recognizes the extra
effort I put at work F 21 52 32 21 0 126
% 16.7 41.3 25.4 16.7 0 100

48
 5 Everyone is treated fairly with
respect. F 41 43 22 20 0 126
% 32.5 34.1 17.5 15.9 0 100
Source: own survey 2020

Concerning respect and recognition, the question raised in the table -10, on the question no.-1, 32
major numbers of the respondents or else 25.4% of the majority numbers of the respondents
selected strongly disagree, the following 31 numbers of the total respondents or 24.6% of the
second majority numbers of the respondents were disagreed, 30 numbers of the respondents or
else 23.8% of the total numbers of the respondents existed neutral, 21 numbers of the
respondents or 16.7% of the total respondents were agreed and the rest 12 numbers of the entire
respondents or 9.5% of the total numbers of the respondents remained strongly agree.
This indicates that, the majority of the respondents realized as there is no proper respect and
recognition given to employees by the concerned management personnel of EEP.

Regarding the question raised in the table -10 on the question number-2, 42 major numbers of
the respondents otherwise 33.3% of the majority part of the total respondents were disagree, the
next 32 numbers of the aggregate respondents or 25.4% of the total respondents were agree, 21
numbers of the respondents or 16.7% of the total numbers of the respondents were neutral,20
numbers of the respondents or 15.9% of the total numbers of the respondents existed strongly
agree, whereas the following 10 numbers of the total respondents or 7.9% of the entire numbers
of the respondents were strongly disagree. It shows that, the majority numbers of the respondents
believed in, as no one manager discloses about employee‟s job performance information
transparently.

Concerning the question raised in the table -10, on the question number-3, 63 majority numbers
of the total respondents or 50% of the total numbers of the respondents remained disagree,
whereas the next 32 major numbers of the respondents or 25.4% of the total numbers of the
respondents were neutral a nd the rest 31 numbers of the respondents or else 24.6% of the total
numbers of the respondents were strongly disagree. This indicates that, the majority numbers of
the total respondents were disagreed because of the acknowledgement is not accustomed among
boss and employees.

49
In relation to respect and recognition, the question raised in the table -10, on the question no. 4,
52 numbers of the respondents or 41.3% of the majority total numbers of the respondents were
disagree, the following 32 numbers of the total respondents or 25.4% of the entire numbers of the
respondents existed neutral, 22 numbers of the whole respondents or else 17.5% of the total
numbers of the respondents were strongly disagree whereas the rest 20 numbers of the entire
respondents or 15.9% of the total numbers of the respondents existed agree. This implies that, the
majority numbers of the total respondents remained disagree. Thus, the boss of employees never
considers the extra effort they achieved at work.

Concerning respect and recognition, the questions raised in the table -10 on the question no. 5,
43 numbers of the entire respondents or 34.1% of the majority of the total numbers of the
respondents were disagreed, 41 major numbers of the total respondents or 32.5% of the entire
numbers of the respondents were strongly disagreed, the following 22 numbers of the aggregate
numbers of the respondents or else 17.5% of the total numbers of the respondents were neutral.
This indicates that, the majority numbers of the total respondents disagreed due to everyone is
not treated fairly with respect and recognition.

Table – 11 Career growths

No. 1 2 3 4 5
Questions raised Rate SDA DA Neutral A SA Total
1 I am satisfied with my promotion
due to the selection based on real F 29 45 25 27 0 126
evaluation
% 23 35.7 19.8 21.4 0 100
2 EEP has a clear promotion strategy F 18 72 27 9 0 126
% 14.3 57.1 21.4 7.1 0 100
3 I am happy with the monetary pay F 18 81 27 0 0 126
and payment structure of the EEP
% 14.3 64.3 21.4 0 0 100
The full scope of services that
4 employees have is equitable in f 9 18 54 45 0 126
EEP
% 7.1 14.3 42.9 35.7 0 100
There is promotion policy which
enables employees promote
5 parallel to higher management F 30 63 24 9 0 126
level but different in authority.
% 23.8 50 19 7.1 0 100

50
 With the same educational and
6 experience level, promotion based F 0 27 9 54 36 126
on performance is better than
promote employees with their
document qualification
% 0 21.4 7.1 42.9 28. 100
6
Source: Own survey 2020

According to the question raised in the table -11 on the question number-1, 45 numbers of the
major respondents or else 35.7% of the majority numbers of the total respondents were disagree,
whereas, the following 29 numbers of the entire respondents or 23% of the next major numbers
of the total respondents existed strongly agree, while 27 numbers of the total numbers of the
respondents or 21.4% of the major numbers of the total respondents remained agree, where the
last 25 numbers of the full numbers of the respondents stayed neutral. This implies that, the
majority numbers of the total respondents were disagreed to express the promotion found in the
EEP is not based on a real selection method of evaluation.

In relation to career growth, the question raised in the table -11 on the question number-2, 72
major numbers of the entire numbers of the respondents, thus, 57.1% of the majority numbers of
the total numbers of the respondents were disagreed, whereas the next 27 numbers of the whole
respondents or else 21.4% of the total numbers of the respondents remained neutral while 18
numbers of the overall numbers of the respondents or else 14.3% of the total numbers of the
respondents existed strongly disagree and the rest 9 numbers of the total numbers of the
respondents be situated strongly agree. It indicates that, the majority numbers of the total
respondents were strongly dissatisfied on the unclear promotion strategy of EEP.

With reference to career growth, question raised in the table - 11 on the question number-3, 81
major numbers of the whole numbers of the respondents or else 64.3% of the biggest part of the
total numbers of the respondents were disagreed, the following 27 numbers of the entire numbers
of the respondents otherwise 21.4% of the next major numbers of the total respondents remained
neutral. This demonstrates that, the majority numbers of the whole respondents were displeased
on the monetary pay and its payment structure.

51
As to career growth, question raised in the table -11 on question number-4, 54 numbers of the
total numbers of the respondents or 42.9% major numbers of the total respondents existed
neutral, the next 45 major numbers of the entire numbers of the respondents or else 35.7% of the
majority numbers of the total respondents remained agree, 18 numbers of the whole respon dents
or 14.3% of the total numbers of the respondents remained disagree and the rest 9 numbers of
the overall respondents otherwise 7.1% of the total numbers of the respondents were strongly
disagreed. It denotes that, the majority numbers of the respondents were reserved being neutral
from disclosing the availability of equitable service provision or not in EEP.

Regarding career growth, the question raised in the table -11 on the question number-5, 63 major
numbers of the respondents or else, 50% of the major numbers of the total respondents were
disagree, whereas the following 30 major numbers of the respondents or 23.8% of the total
numbers of the respondents were strongly disagree while 24 numbers of the whole respondents
otherwise 19% of the total numbers of the respondents were neutral and the rest 9 numbers of the
entire numbers of the respondents or else 7.1% of the total numbers of the respondents remained
strongly agree. This shows that, the majority numbers of the total respondents were dissatisfied
due to there is no promotion policy which enables employees promote parallel to higher
management level in salary earning but different with authority power in EEP .

In relation to career growth, question raised in the table -11 on the question number-6, 54 major
numbers of the total respondents or else 42.9 % of the majority numbers of the respondents were
agreed, the following 36 major numbers of the overall numbers of the respondents or 28.6% of
the total numbers of the respondents were strongly agree, 27 numbers of the whole respondents
otherwise, 21.4% of the total numbers of the respondents existed disagree and the last 9 numbers
of the entire numbers of the respondents else 7.1% of the whole numbers of the total respondents
were neutral.

This indicates that, the majority numbers of the total respondents were agreed on the concept of
the promotion or growth based on performance is better than promote employees with their
document qualification if and only employees have the same educational level and work
experiences.

52
In general, according to the individually analyzed six raised questions above, the majority
numbers of the respondents were disagreed or dissatisfied on the career growth given to
employees in EEP.

Table -12 Job security

No. Questions raised Rate 1 2 3 4 5 Total
SDA DA Neutral A SA
The job security of EEP makes
1 me contribute my best expertise F 0 18 72 36 0 126
more than ever
% 0 14.3 57.1 28.6 0 100
EEP motivates me to develop my 0 36 63 27 0 126
2 skill set F
% 0 29.4 48.4 22.2 0 100
The job security that EEP keeps
3 for employees forced me stay on
top of commitments being F 0 54 54 18 0 126
productive.
% 0 42.86 42.86 14.28 0 100
Source: Own survey2020

Concerning job security, the question raised in the table -12 on question number-1 suggested as,
72 major numbers of the whole numbers of the respondents or else 57.1% of the total numbers of
the respondents were neutral, whereas the following 36 major numbers of the overall respondents
or 28.6% of the total numbers of the respondents were agreed, while 18 numbers of the aggregate
numbers of the respondents otherwise 14.3% of the total numbers of the respondents existed
disagree. It shows that, the majority numbers of the respondents commented on neutral due to the
respondents required nothing to disclose the inspiration of job security in EEP.

Regarding to career growth, questions raised in the table -12 on the question number-2
commented as, 63 major numbers of the respondents or else 50% of the majority of the total
respondents remained neutral, while the following 36 major numbers of the whole respondents
otherwise 28.6% of the total numbers of the respondents were neutral and 28 numbers of the
total respondents or else 22.2% of the entire numbers of the respondents were neutral. This
directs that, the majority numbers of the total respondents chosen neutral because of the
respondents prefer to say nothing concerning the job security of EEP that develops employee‟s
skill set.

53
With reference to job security, question raised in the table -12 on the question number-3, 54
numbers of the total numbers of the respondents or 42.86% of the whole numbers of the
respondents were strongly disagree, and also 54 numbers of the overall numbers of the
respondents or else 42.86% of the total numbers of the respondents were neutral and the last 18
numbers of the total numbers of the respondents or else 14.28% of the whole numbers of the
respondents remained agree. It implies that, the majority numbers of the total respondents were
disagreed due to the EEP is not tested with the severe problems yet, whether it keeps job security
for employees or not.

The general saying of the respondents implies that, the condensed three individually analyzed
raised questions above indicates, the majority numbers of the respondents chosen neutral or
unbiased concerning the job security of the organization.
Table -13 Project Performance
No. Questions Raised Rate 1 2 3 4 5 Total
SDA DA Neutral A SA
1 I have a clear understanding
concerning strategic objectives f 17 16 23 45 25 126
of EEP project
% 13.5 12.7 18.3 35.7 19.8 100
2 The EEP project building is
free from being under standard f 9 54 36 27 0 126
building of dams due to lack of
quality
% 7.14 42.86 28.57 21.43 0 100
3 Each and every EEP project is 126
finalized with the exact f 81 27 18 0 0
estimated cost
% 64.3 21.4 14.3 0 0 100
4 Promotion is given based on
real work activity performance f 36 54 27 9 0 126
for all employees
% 28.6 42.9 21.4 7.1 0 100
5 In each project performance f 63 36 9 18 0 126
the scheduled time is not
violated
% 50 28.6 7.1 14.3 0 100
6 Always EEP project f 45 36 27 18 0 126
performance is kept within its
original scope

54
 % 35.7 28.9 21.4 14.3 0 100
7 Do you agree that job
description makes employees f 18 27 15 45 21 126
improve their performance
% 14.3 21.4 11.9 35.7 16.7 100
8 In EEP performance, HRM
accustomed employees‟ f 20 36 54 16 0 126
treatment fairly without
partiality
% 15.9 28.9 42.9 12.7 0 100
Source: Own survey 2020

In relation to project performance, question raised in the table -13, on the question number-1, 45
major numbers of the entire respondents else 35.7% of the total numbers of the respondents were
agreed whereas the following 25 numbers of the entire respondents or else 19.8% of the total
numbers of the respondents remained strongly agree while the next 23 numbers of the whole
respondents or 18.3% of the total respondents were neutral however 17 numbers of the entire
respondents or else 13.5% of the overall numbers of the respondents were strongly disagree and
the last 16 numbers of the total numbers or 12.7% of the aggregate numbers of the respondents
remained disagree. It indicates that, the majority numbers of the total respondents were satisfied
because of employees are with a clear understanding of strategic objectives of EEP projects.

As to project performance, the question raised in the table -13, on the question number-2, 54
major numbers of the total numbers of the respondents or else 42.86% of the whole numbers of
the aggregate respondents were disagree, the following 36 numbers of the entire numbers of the
respondents or 28.57% of the total respondents were neutral, the next 27 numbers of the total
numbers of the respondents else 21.43% of the aggregate numbers of the respondents were
agreed and the rest 9 numbers of the entire respondents or else 7.14% of the total numbers of the
respondents were strongly disagree. It illustrates that, the majority numbers of the total
respondents remained disagreed, because constructing of dams were not sometimes be free from
being under standard of constructing dams due to lack of quality. For instance, the Gilgel Gibe1st
project, Melka wakana project, Hidasie …etc.

Relating to project performance, question raised in the table -13 on the question number-3, 81
major numbers of the entire respondents or 64.3% of the total respondents were strongly
disagree, while the following 27 numbers of the whole respondents or else 21.4% of the total

55
numbers of the respondents remained disagree whereas the rest 18 numbers of the overall
respondents otherwise 14.3% of the aggregate numbers of the respondents were neutral. It
designates that; the majority numbers of the total respondents were strongly disagreed because of
almost all projects were not completed with the estimated cost.

Concerning project Performance, the questions raised in the table -13 on the question no.-4, the
major 54 numbers of the entire respondents otherwise 42.9% of the total numbers of the
respondents were disagree whereas the following 36 major numbers of the total respondents or
28.6% of the aggregate numbers of the respondents remained strongly disagree while 27
numbers of the whole respondents or else 21.4% of the overall numbers of the respondents were
neutral however 9 numbers of the entire numbers of the respondents or 7.1% of the total numbers
of the respondents were agree. This implies that, the majority numbers of the respondents were
disagreed, due to promotion is not given, based on employee‟s activity performance in the EEP.

Regarding project performance, the question raised in the table -13 on the question number-5,
63 major numbers of the aggregate numbers of the respondents or 50% of the total numbers of
the respondents were strongly disagree, the following 36 numbers of the respondents or 28.6% of
the total numbers of respondents were disagree, the third 18 major numbers of the whole
numbers of the respondents or else 14.3% of the total numbers of the respondents were agreed
and the last 9 numbers of the entire numbers of the respondents or 7.1% of the whole numbers
of the respondents were neutral. It indicates that, the majority numbers of the total respondents
were strongly disagreed, due to the scheduled time is violated in EEP project performance.

Relating to project performance, the question raised in the table -13 on the question number-6,
45 major numbers of the entire respondents or 35.5% of the total numbers of the respondents
were strongly disagreed. The following 36 numbers of the entire numbers of the respondents or
else 28.9% of the total numbers of the respondents were disagree, 27 numbers of the total
numbers of the respondents or 21.4% of the whole numbers of the respondents remained neutral
and the last 18 numbers of the overall numbers of the respondents or else 14.3% of the entire
number of the respondents were agreed. This illustrates that, the majority numbers of the
respondents were strongly disagreed because of the project work is not limited within that of its
original scope many the times.

56
Relating to project performance, the question raised in the table -13 on question number-7, 45
major numbers of the aggregate numbers of the respondents or 35.7% of the total numbers of the
respondents were agree, while the following 27 numbers of the entire respondents otherwise
21.4% of the whole numbers of the respondents were disagreed, whereas 21 numbers of the total
numbers of the respondents or else 16.7% of the entire numbers of the respondents were strongly
agreed however 18 numbers of the total respondents or 14.3% of the aggregate numbers of the
respondents were strongly disagreed and the rest 15 numbers of the entire respondents or 11.9%
of the total numbers of the respondents were neutral. This indicates that, the majority numbers of
the respondents were agreed on the concept of the job description that improves employee‟s
work performance.

Concerning project performance, the question raised in the table -13 on the question number-8,
54 numbers of the whole numbers of the respondents or else 48.4% of the total numbers of the
respondents were neutral whereas the following 36 numbers of the entire numbers of the
respondents or 28.9% of the aggregate numbers of the respondents were disagreed while 20
numbers of the entire respondents or else 15.9% of the whole numbers of the respondents
remained strongly disagreed and the last 16 numbers of the total respondents or 12.7% of the
entire numbers of the respondents existed agreed. This implies that, the majority numbers of the
total respondents were neutral or reserved to provide a truthful witness on the fairness of HRM
activities of EEP.

In general, the whole eight raised questions were analyzed individually, when condensed the
overall analyzed questions to aligned concept, it shows that, the majority numbers of the
respondents were strongly disagreed on the project performance.

4.4. Mean and standard deviation of Job satisfaction and Project

Performance
The sum of scores of the respondents on the variable can then be calculated and divided by the
total number of respondents to have a mean value and then after the next standard deviation be
calculated as shown below.

57
Table – 14 Mean and Standard deviation
Variables Population Size(N) Mean Standard deviation
Compensation 126 0.3008 0.1726
Working Condition 126 0.2460 0.412
Job description 126 0.5841 0.0529
Work life balance 126 0.3360 0.0714
Respect & Recognition 126 0.2143 0.0843
Career Growth 126 0.4048 0.1723
Job Security 126 0.5000 0.0583
Project Performance 126 0.2867 0.1884
Source: own survey 20
As indicated in the table -14 above, the mean and standard deviation of each variable were
calculated collecting the values from the major category. Likewise, the categorical compensation
variable means value of 0.3008 with the standard deviation value of 0.1726. The compensation
variable mean value measures the average distance between values of the data in the set and the
mean whereas a low standard deviation shows that points tends to be very close to the mean.

The working condition variable means value 0.2460 with the standard deviation of 0. 412. While
the job description mean value of 0.5841 with the standard deviation of .0529. This describes
that, the respondents were satisfied with the given job description with the standard deviation
which measures a good stability of the respondent in the organization.

The work life balance variable mean value scores 0.3360 with the standard deviation of o.0714.
The respect and recognition variables mean value of 0.2143 with the standard deviation of
0.o843.
The career growth variables mean value of 0.4048 with the standard deviation of 0.1723. The job
security variables mean value of 0.5000 with the standard deviation of 0.o583. The rest variable
project performance means value of 0.2867 with the standard deviation of 0.1884

58
4.5. Statistical Analysis
4.5.1. Correlational Analysis
Under this topic, the relationship between job satisfaction factors and project performance were
analyzed using the Pearson Correlation product to determine the relationship among the
variables. These variables were compensation, working condition, job description, work life
balance, respect and recognition, career growth, job security which interrelated with project
performance. Therefore, the results of Pearson correlation between employee‟s job satisfaction
factors and project performance were analyzed in the table -15 below.

Table - 15 Correlation Analyses

Respect & Project

Variables Compe Working Job Work Recogniti Career Job performan
nsation condition description life on Growth security ce
balance

Pearson
Correlation 1 .728 .028 .673 -.123 -.248 .682 -.510
Compensation Sig. (2tailed .272 .965 .530 .843 .688 .522 .380
N 126 126 126 126 126 126 126

Pearson
Working Correlation .728 1 .250 1.000 .120 -.076 -.091 -.266
condition Sig. (2tailed .272 .005 .000 .880 .924 .942 .734
N 126 126 126 126 126 126 126
Pearson
Job Correlation .028 .250 1 -.997 .310 -.447 .000 .004
description Sig. (2tailed .965 .750 .052 .611 .451 1.00 .994
N 126 126 126 126 126 126 126
Pearson
Work-life Correlation .673 0.114 -.997 1 -.119 .355 -.082 -.197
balance Sig. 2tailed .530 .005 .052 .924 .769 .948 .873
N 126 126 126 126 126 126 126
Pearson
Respect& Correlation -.123 .120 .310 -.119 1 .704 -.980 .858
recognition Sig. 2tailed .843 .880 .611 .924 .184 .129 .063
N 126 126 126 126 126 126 126
Pearson
Career growth Correlation -.248 -.076 -.447 .355 .704 1 -.961 .842*
Sig. 2tailed .688 .924 .451 .769 .184 .179 .035
N 126 126 126 126 126 126 126

59
 Pearson
Job security Correlation .682 -.091 .000 -.082 -.980 -.961 1 -.961
Sig. 2tailed .522 .942 1.000 .948 .129 .179 .179
N 126 126 126 126 126 126 126
Pearson
Project Correlation -.510 -.266 .004 -.197 .858 .842* -.961 1
performance Sig. 2tailed .380 .734 .994 .873 .063 .035 .179
N 126 126 126 126 126 126 126
*Correlation is significant at the 0.05 level (2-tailed).
**Correlation is significant at the 0.01 level (2-tailed).

According to the above table -15 correlation analysis, the correlation was analyzed, testing the
relationship found among the variables. Thus, the correlation result expressed in the table
indicates that, there is significant negative and positive relation between two variables.
Therefore, the tested results shown as follow.
 This is a significant negative relationship between compensation and project performance
by (sig = 0.380, r = -0.510). Shows that, compensation and project performance variables
were taking place in the opposite direction.
 Likewise, there is a significant negative relationship between working condition and
project performance by (sig= 0.734, r = -0.266). Indicates, the working condition and
project performance were statistically significant and taking place in the opposite
direction.
 Similarly, there is a significant positive relationship between job description and project
performance by (sig = 0.994, r = 0.004). Specifies that these two variables were
statistically significant to each other and changes in both variables in the stated direction.
 Equally, there is a significant negative relationship between work life balance and project
performance by (sig = 0.873, r = -0.197). It expresses that both variables were
statistically significant negatively weak correlation and changes in the opposite direction.
 Also, there is a significant strongly positive relationship between respect and recognition
with project performance by (sig = 0.063, r = 0.858). Indicates that both variables were
statistically significant and changes in the same direction.
 Whereas there is a significant positive relationship between career growth and project
performance by (sig = 0.035, r = 0.842). Shows that both career growth and project
performance were statistically significant and changes in both variable in the positive
direction.

60
  Where there is a significant negative relationship between job security and project
performance by (sig = 0.179, r = -0.961) specifies that both variables were statistically
significant and changes in the opposite direction.
According to the basis of statistical test of Pearson correlation, the p-value of the correlation
coefficient between employee‟s job satisfaction factors and project performance were
statistically significant.

4.5.2. Multiple Regression Analysis

Multiple Regressions are a method or a tool which services to predict the dependent variable
with the help of two or more independent variables. In order to predict the dependent variable,
multiple independent variables are chosen which can support in predicting the dependent
variable. It is used when linear regression is not able to do serve the purpose. Regression analysis
supports the process of validating whether the predictor variables are good enough to support
predicting the dependent variable. Therefore, the hypothetical assumption tests were indicated
here below:
Hypotheses-1
H01: Compensation will not have a positive and a significant relationship with project
performance
Ha1: Compensation will have a positive and a significant relationship with project performance

As the result of Pearson correlation analysis indicated in table - 15 above, the compensation has
strongly positive and significant relationship with the predictor working condition (Sig = 0.728,
P < 0.05) and the correlation shows that both indicators were correlated positively and
statistically significant relationship with working condition. Thus, it indicates that both
independent variables were correlated to each other. Then, their variance of estimated regression
coefficient is increased. The assumption result H01 rejected the null hypothesis and accepted that
the compensation has a positive and a significant relationship with working condition.
Hypothesis-2
H02: Working condition will not have a positive and significant relationship with project
performance.
H02: Working condition will have a positive and significant relationship with project
performance.

61
According to the Pearson correlation result, mentioned in the correlation table -15 above, the
working condition has a positive correlation and significantly significant re lationship with
Project performance (r = -0.266, p < 0.05), the correlation analysis shows that there is a negative
considerably weak statistically significant relationship between both predictors working
condition and project performance. Therefore, the hypothetical assumption supports Ha2
rejecting the null hypotheses H02. Then working condition has a negative and significant
relationship with project performance.
H03: Job description will not have a positive and significant relationship with project
performance
H03: Job description will not have a positive and significant relationship with project
performance
Regarding Pearson correlation result indicated in the correlation table-15, a job description has a
positive and significant relationship with pr oject performance (r = 0.004, P < 0.05). The
correlation analysis shows that there is a positive a positive and significant relationship between
project performances. The Ho3 result or the null hypotheses rejected while the Ha3 accepted.
Therefore, job description has a positive and significant relationship with project performance.
Hypotheses-4
H04: work life balance will not have a positive and significant relationship with project
performance
H04: work life balance will have a positive and significant relationship with project performance
As the Pearson correlation result indicated in the table -15, work life balance has a positive and
significant relationship with project performance (r = -0.197, P < 0.05). The correlation analysis
indicates that there is a negative and significant relationship between work life balances with
project performance. The Ho4 result or the null hypotheses rejected and Ha4 accepted. The work
life balance has a negative and significant relationship with project performance.

H05; Respect and recognition will not have a positive and significant relationship with project
performance .
H05; Respect and recognition will have a positive and significant relationship with project
performance.

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As the Pearson correlation result expressed in the table -15, Respect and recognition has a
positive and significant relationship with project performance (r = 0.858, P < 0.05). The
correlation table indicates that there is a strongly positive and significantly significant
relationship between respect and recognition with project performance. Assumption H05 rejected
or the null hypotheses and assumption H05 accepted. Thus, respect and recognition has a
positive and statistically significant relationship with project performance.
H06; Career growth has no positive and significant relationship with project performance
Ho6: Career growth has positive and significant relationship with project performance
According to Pearson correlation result described in the table-15, the career growth has a
positive and significant relationship with project performance (R = 842, P < 0.05). The
correlation analysis indicates that there is a positive and statistically sig nificant relationship
between career growth and project performance. Therefore, the result supports Ha6, Hence the
null hypotheses rejected and the Ha6 accepted that the career growth has a relationship with
project performance
H07: Job security will not have a positive and significant relationship with project performance
H07: Job security will have a positive and significant relationship with project performance.
As mentioned in the Pearson correlation result table -15, the job security has a positive and
significant relationship with project performance (r = -0.961, P < 0.05). The correlation analysis
specifies that there is a negative and statically significant relationship between job description
and project performance. Therefore, the result supported H07 and rejected the Ha7 assumption
with null hypotheses, accepted that a job security has a negative and statistically significant
relationship with project performance.

Table – 16 Variables Entered/ Removed a

Model Variables Entered Variables Method
Removed
1 Job Security, Respect and Enter
recognition, Working
Condition, Compensation, Job
description, Career Growth
a. Dependent Variable: Project Performance
b. Tolerance = .000 limits reached .

63
Table – 17 Model Summaries

Model R R Square Adjusted R Std. Error of the

Square Estimate
1 .975a .954 .951 0.41421

a. Predictors: (Constant), Job Security, Respect and recognition, Working Condition, Compensation, Job
description, Career Growth

Table – 18 ANOVA a
1 Model Sum of Squares Df Mean Square F Sig.
Regression 4502.875 6 750.479 75.240 .039b
Residual 2.000 1 2.000
Total 4504.875 7
a. Dependent Variable: Project Performance
b. predictors:(Constant), Job Security, Respect and recognition, Working Condition, Compensation, Job description,
Career Growth,
The
Table – 19 Coefficients a
Model Unstandardized Standardized T Sig.
Coefficients Coefficients
B Std. Error Beta
1 (constant) .190 .132 9.000 .033b
Compensation .086 .041 .129 6.500 .024
Working Condition .415 .104 .982 3.664 .047
Job description .290 .046 .440 6.362 .099
Respect & recognition .634 .103 .639 6.154 .103
Career Growth .963 .064 .208 15.011 .042
Job Security .756 .042 .982 17.872 .036
a. Dependent Variable: Project Performance
b. Predictors in the Model: (Constant), Job Security, Respect and recognition, Working Condition, Compensation,
Job description, Career Growth;

a
Table – 20 Excluded Variables
Model Beta In T Sig. Partial Correlation Collinearity Statistics
Tolerance
1 Working life .b . . .000
balance
a. Dependent Variable: Project Performance
b. Predictors in the Model: (Constant), Job Security, Respect and recognition, Working Condition,
Compensation, Job description, Career Growth

64
According to table-17 model summary reports, a model no.1 with R which is multiple correlation
coefficients, R Square, Adjusted R Square and Std. Error of the Estimate values were reported.
But the researcher focused on R-Square which is a statistical measure of fitting that shows .954
coefficient or 95.4% variation of a project performance was explained by the job satisfaction
factors (compensations, working condition, job description, work life balance, respect &
recognition, career growth and job security). The 95.4% variation indicates that the model
explains all the variability of the response data around its mean.

Concerning table -18 of ANOVA, the regression Sig. value (r = 0.039, P < 0.01) then the p-value
is less than the significant level, thus the sample data provides the sufficient evidence to
conclude the regression model that fits the data better than model with no independent variables.
Regarding table-19, there were different coefficients which stands to analysis the job satisfaction
factors (independent) variables measured by unstandardized coefficients, standardizes
coefficients, T-coefficients and Significant coefficients. The researcher focused up on significant
coefficient tested values of job satisfaction factors. Under Sig. coefficients, there were job
satisfaction factors tested values. There were the job satisfaction factors results which were
associated weakly, moderately or strongly positive and statistically significant to that of the
project performance variables by different test result amounts as shown in the coefficient table
above. Therefore , The compensation variable result, with the significant level of (Sig. = 0.024, P
< 0.05) which indicates the null hypothesis is false then the result is positive and statistically
significant with the project performance.

The Working condition test result with the significant level of (Sig. = 0.047, P < 0.05), which
indicates that reject the null hypothesis and it is statistically significant with that of project
performance. This means that changes in the working condition variable correlate with changes
in the project performance.

The job description variable test result with the significant level of (Sig. = 0.099, P < 0.05),
which is less than the p-value. It indicates that reject the null hypothesis and it is statistically
significant with that of project performance. This means that changes in the job description
variable correlates with changes in the project performance.

65
The respect & recognition test result with the significant level of (Sig. = 0.103, P < 0.05), which
is greater than the alpha value which indicates that it is not statistically significant and indicates
strong evidence for the null hypothesis. This means that retain the null hypothesis rejecting the
alternative hypothesis.

The career growth variable test result with the significant level of (Sig. = 0.042, P < 0.05) is less
than the P- value. It indicates that the rejection of the null hypothesis and it is statistically
significant with that of project performance. This shows that changes in the career growth
variable correlates with changes in the project performance.

The Job security variable test result with the significant level of (Sig. = 0.036, P < 0.05), which is
less than the p-value. It indicates that the rejection of the null hypothesis and it is also
statistically significant with that of project performance. This indicates that changes in the career
growth variable correlates with changes in the project performance.

4.6. Responses of open-ended questions

This is the type of questions where the respondents offer their responses without any limitation
being free of boundaries. The opinions collected from the respondents were compiled under two
subtopics here below:

4.6.1. Punctual completion of projects

Lack of punctual completion of the project is the main issue in this organization. It was
accustomed to top managements, managers, engineers and employees. It has already taken as a
traditional culture to the whole organizational members taking as a project behavior. But the top
management would think and prioritize that the critical issue of the organization was the
unfinished projects on punctual time without incurring additional cost. Every top management
should be involved in and share the goal among all leaders to get solution through massive ly
research, mobilizing the human resources efficiently.

4.6.2. The socioeconomic development of the society

The socioeconomic development of the society, for the people who are living around the project,
can be achieved through many proper provisions. These are: provision of compensation for their

66
property lose, provision of recognition for their local citizenship and the property they earned,
employing their youths, establishing them at proper place around the project, by organizing them
for fishing on dam lake and by enabling them to use irrigation after the water passed through the
dam, establishing of health care centers, hospital, schools and electric energy for which they will
pay for their own services used and consumption of energy.

4.7. Interview Discussion

There were ten interview respondents from seven different project managers and three selective
employees who responded 12 interview questions concerning the impacts raised among
employees who were affecting the project performance through human resource and employee‟s
job satisfaction. These ten respondents were responded both questionnaire and interview
questions being ten of the 126 returned the responses of the sample population. The response of
the interview was replied under two sub topics here below:-

4.7.1. Impacts of Human Resource on Project performance

The human resource plays a great role in any organization in hiring qualified professional and
unprofessional employees for the specific job of projects or for other different types of works
available in the organization. Even though the numbers of professional and unprofessional
employees were limited by the project manager according to the work behavior, the manger
cannot fix employee‟s salary by his own authority unless the human resource management allots
the budget and releases immediately for the activity of the project performance.

Therefore, the human resource management allocates the budget for the salaries of employees,
allowances for the minimum payment of 2000 up to 3000 birrs per month for each employee
according to their grade and for different facilities. These are different dormitories, cafeterias;
health care centers and the like are under control of human resource managements. Thus, the
human resource management has a great positive and negative effect in the activity of the project
performance.

In EEP, the project delayed was accustomed with the minimum of three to six years delayed out
of the planned number of years to finalize the project. Such delayed project incurs the cost up on
organization which laid or uploads its economic crises to national economy which affects the

67
GDP of the country in turn. So, every attention less project activity forced the organization to
pay cost year to year being traditional.

The project management group offered special attention to Hidasie hydroelectric power more
than other projects, due to it is using a huge amount of budget, a huge number of man power and
expected to generate 6000 MW more than the rest projects of EEP. Even though the top
management focused up on Hedasie hydroelectric power project, it is not finalized yet due to its
budget was fall down on corruptors‟ hands of previous government officials.

Traditionally, more than 90% percent of all EEP projects were finalized within additional extra
number of years. This indicates that a lack of employee‟s job satisfaction which has great
contribution in lagging the project performance activities behind. In EEP, some job satisfaction
factors were seen, but not practically applied among employees. For instance, job description
was not seriously applied on job to enable employees productive. Because of this, employees did
not know their portion of work, apart of the work mates who may have higher or lower grade.

4.7.2. The impacts of employee’s job satisfaction on project performance

Basically, satisfaction is the basic for everything to attend. According to Hamer (2012), several
factors are responsible for employee‟s job satisfaction in an organization, some of which are
money, culture, interesting workplace, rewards, low stress, respect, trust, job security and so on.
This indicates that employee‟s job satisfaction has great contribution in lagging or in hurrying
the project performance activities behind or forward respectively. In EEP, some job satisfaction
factors were seen, but not practically applied among employees. For instance, incentive, which
was not free of partiality-based provision in EEP, It has no criteria to select employees for
incentives but intentional selection of the nearby manager without any standardized measures.
And job description was not seriously applied practically to enable employees to know their
work boundaries from their lower or higher-grade work mate.

68
 CHAPTER – FIVE
5. Summary, Conclusions and Recommendations
This study was conducted the effects of employee‟s job satisfaction on project performance in
the selected seven different projects of EEP with 126 number of respondents replied using the
questionnaire and interview instruments on the bases of the finding discussed earlier, the
summary, conclusion and recommendations are presented below.

5.1 Summary of findings

In EEP There is a lack of job satisfaction that affects EEP project employee‟s working activity
disturbing the overall output of the organization with the dissatisfied feeling or lack of fair
compensation which forced employees to neglect the work in different form of activities.

Comparatively, employees were satisfied with the working conditions, even if many EEP
employees are working in the rented building offices with narrowed plot of lands.

A job description was organized in EEP, but it was not implemented by organization to enable
employees work with it accordingly. Therefore, employees are working their assigned work
traditionally without knowing their specific job.

The benefit of arranging a work life balance was not practically applied in the organization, to
enable employees taking of work responsibility which assists to think like possessor for their job,
allotting extra work hours for job, self-managing and inspiring for more productivity.

EEP project employees were not treated fairly with respect and recognition as required due to
there is no managerial thank giving culture for the employee who work a successful output on
the job where the employee assigned.

Career growth is not properly entertained in the organization with in a truth and real way. This
implies that, the majority numbers of the total respondents were disagreed to express the
promotion found in the EEP which is not based on a real selection met hod of evaluation .And the
benefits of Job security were not assured employees sufficiently to retain in the organization.

69
Lack of punctual completion of the project is the main issue in this organization. It was
accustomed to top managements, managers, engineers and employees. It has already taken as a
traditional culture to the whole organizational members taking as a project behavior that incurs
additional cost on the organization as the time of accomplishment of the project was not kept
according to the scheduled time.

Generally, the main finding summary shows that lack of job satisfaction affects the project
performance, employee‟s productivity, lagging of the project finalization schedule time, the
customer demand and the national economy.

5.2. Conclusion
The research was planned to investigate the impact or the effects of employee‟s job satisfaction
on the project performance among the employees working in the seven selective projects of EEP.
In this study, the job satisfaction factors were analyzed, to clarify the investigation found from
the job satisfaction factors. These factors were compensation, working condition, job description,
work life balance, respect & recognition, career growth and job security.

There is a lack of job satisfaction that affects EEP project employee‟s working activity disturbing
the overall output of the organization with the dissatisfied feeling or lack of fair compensation
which forced employees to neglect the work in different form of activities.

The working condition found positively affects the project performance. It shows that EEP
established a peaceful working condition which enables employees satisfied with their job
environment. The study also assured that the job description was satisfied the employees of EEP
if applied, to know the specific pieces of job, to reduce the overload work, to program the w ork
by their own time, to differentiate the work boundaries and the like problems were resolved. This
research also assessed the work life balance which was dissatisfied the employees of EEP. It
indicates that, EEP was not prepared the work life balance for its employees yet now.

In this study, respect and recognition also assessed to disclose the truth available approach of the
management to entertain the employees at their office was strongly dissatisfied. It shows that,
there is no ethical approach or no managerial principles to entertain employees who come

70
towards to the low-level management office to top management office with different affairs to
get solution on time.

According to the assessment findings, employees were dissatisfied by career growth of EEP. It
indicates that, there is no rule which enables employees grows with fair evaluation considering
work experience from their current position towards to newly higher rank with in a limited year.
Therefore, not keeping employee‟s satisfaction makes organization delay to finalize its projects
on time without demanding extra time and cost.

The employee‟s compensation, work life balance, respect & recognition and career growth job
satisfaction factors were not satisfactory to provide benefit to employees whereas the rest
working condition and job description were comparatively satisfied while the job security was
suggested unbiased. Thus, such lack of benefits dissatisfied employees in the organization that
affects the project performance negatively. So, the more employees dissatisfied the greater
numbers of employees become unproductive and uncreative on their job then after, the failure of
the organization will be followed.

5.3. Recommendation
Based on the study summary and conclusion findings, the recommendations are described to
notice the necessary points to the top management of Ethiopian Electric Power here below:
 The management support is essential to implement the employee‟s job satisfaction which
influences the project performance. To do so, the management should think positively to
balance the employee‟s job satisfaction to develop the organization productivity.
 The top management should realize that the job satisfaction is the basic exciter to enable
employees productive.
 The top management should focus on the effects of employee‟s job satisfaction factors
(compensation, working condition, job description, work life balance, respect &
recognition, career growth and job security) on project performance.
 The top management must prepare policies to implement the job satisfaction factors.
 The management group should be fair and free of partiality during every provision of
benefits to employees. If not, employee‟s job satisfaction will fall down with their
productivity interest affecting the project performance.

71
  The management group should understand that the impact of job satisfaction disturbs the
project performance in turn affects the time and cost or budget of the project.
 Finalizing of project on time is the great problem in EEP. Therefore, all top management
should focus on its resolution to takeout the organization from such traditional crises of
project delay.
 In general, the organization should find the mechanism to resolve the impact occurred on
the project performance due to lack of compensation, working condition, job description,
work life balance, respect & recognition, career growth and job security.

5.4. Limitation
This research was done through the difficulty duration to collect data from the respondents due
to covid-19. It complicated the whole program of the recipients forcing to stay at home after
receiving questionnaires. Therefore, the researcher obliged to use email and mobile telephone to
communicate with the respondents who were volunteered to reply through email or telephone
and some of them were not. Thus, the researcher passed through such and the like problems to
organize this final thesis paper.

72
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VI
APPENDIX
 ST. MARY'S UNIVERSITY
SCHOOL OF GRADUATE STUDIES
DEPARTMENT PROJECT MANAGEMENT

EFFECTS OF EMPLOYEE‟S JOB SATSFACTION ON PROJECT PERFORMANCE: THE

CASE OF ETHIOPIAN ELECTRIC POWER

FOR PARTIAL FULFILMENT OF MASTERS BUSINESS ADMINSTRATION IN PROJECT

MANAGEMENT

FEBRUARY 2020
QUESTIONNAIRE FOR EEP HIDASIE PROJECT EMPLOYEES

THE STUDY AIMS TO:

To assess the effects of compensation & working condition of employees on EEP
project performance.
To assess the applicable job descriptions in the EEP.
To assess the impact of employee‟s work life balance on EEP Project
performance.
To assure the benefit providing respect and recognition to employees on EEP
project performance.
To assess the effect of keeping career growth for employees on EEP pro ject
performance.
To assess the impact of keeping the job security for employees on EEP project
Performance

TO RESPONDANTS: The Effects of Employee‟s Job Satisfaction on Project Performance

study is being conducted in Ethiopian Electric Power. Considering the importance of job
satisfaction to project good performance, to project successes and customer satisfaction and also
the significance of this particular study can be vital. However, the effectiveness of this
questionnaire study is highly dependent up on your cooperation to provide reliable information
on timely bases. Therefore, we kindly request your kind cooperation in filling out the
questionnaire. I confirm you that all the information gathered will be held confidential. In case of
any concern you may call by telephone number 09-11-45-49-57 Gidissa Elfeta. Thank you
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Part-I – Please put a tick mark Tick (✔) for your correct choice in the given box and fill your
Specific field of education at the blank space provided below.
General information
1. Sex
Female
Male
2. Age
18 – 25
26 – 35
36 – 45
46– And above
3-Education Qualification
Level I – III
Diploma
1st Degree
2nd Degree
4-Specific field of education ______________
5-Work experience
1 – 10 years
11 – 20 years
21 – 30 years
31 – 40 years
41 and above

Part – II - The questions rose concerning the effects of employee‟s job Satisfaction on project
performance is to collect the opinion or suggestions from the respondents to get the necessary
data for the study. Therefore, answer the following questions putting the tick (✔) mark in the
tables here below, under one of the five – point scale category you choose.

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 1 2 3 4 5 Total
No. Questions raised Rate SDA DA Neutral A SA
Compensation
1 I perceive my salary to be equitable
with my colleagues on the same scale
in EEP
2 EEP awards employees selecting
fairly for annual award celebrations
3 EEP recognizes my contributions in
the form of paying annual bonuses and
other benefits
4 My salary level motivates me to stay
in EEP with my current good
performance.
5 The job takes place in an environment
is free from health hazards
Working Condition
6 The seating arrangements on the job
are adequate, keeping its standards
7 My nearest manager respects
employee‟s opinions equally
stabilizing the working conditions
8 I can get the information from the
manager or from the recorded
documents adequately, to achieve my
duties
9 A clean environment creates
motivation in employees mind to do
more than usual out put
Job Description
10 The job description is given me
according to my work position.
11 My job descriptions contain work
duties
12 The job description creates job
satisfaction up on employees.
13 I believe that using job description
helps the project finish on time, with
allocated budget keeping its quality.
14 Really, the job description has a
relation with job performance in
fulfilling my work responsibility
effectively.
Work Life Balance

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15 EEP has a work life balance policy for
its employees
16 Due to a work life balance affects my
work, I don‟t require it around my
work area
17 EEP ensures that an employee spends
quality time with their family at work
time
Respect & Recognition
18 Every employee is treated fairly with
respect by all management personnel
in EEP
19 I receive a great deal of information
from my manager about my job
performance
20 I do get acknowledgment by bosses
and colleagues for my skills and
competencies
21 My boss recognizes the extra effort I
put at work
22 Everyone is treated fairly with respect.
Career Growth
23 I am satisfied with my promotion due
to the selection based on real
evaluation
24 EEP has a clear promotion strategy
25 I am happy with the monetary pay and
payment structure of the EEP
26 The full scope of services that
employees have is equitable in EEP
27 There is promotion policy which
enables employees promote parallel to
higher management level but different
in authority.
28 With the same educational and
experience level, promotion based on
performance is better than promote
employees with their document
qualification
Job Security
29 The job security of EEP makes me
contribute my best expertise more than
ever
30 EEP motivates me to develop my skill
set

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31 The job security that EEP keeps for
employees forced me stay on top of
commitments being productive.
Project Performance
32 I have a clear understanding
concerning strategic objectives of EEP
project
33 The EEP project building is free from
being under standard building of dams
due to lack of quality
34 Each and every EEP project is
finalized with the exact estimated cost
35 Promotion is given based on real work
activity performance for all employees
36 In each project performance the
scheduled time is not violated
37 Always EEP project performance is
kept within its original scope
38 Do you agree that job description
makes employees improve their
performance
39 In EEP performance, HRM
accustomed employees‟ treatment
fairly without partiality

Part- III – Please describe the following questions

1. What do you think about EEP projects to enable complete as scheduled on time?
___________________________________________________________________________
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2. What is the solution to improve the problem of EEP project performance to resolve
________________________________________________________________________
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3. How to develop the socioeconomic of our people through constructing such hydroelectric
power projects?

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 ___________________________________________________________________________
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Part-IV - Interview
1. What is the role of human resource management for the success of EEP Hidasie Project?
2. Does EEP project management offer a special attention to Hidasie project rather than
others?
3. Do you believe that HRM has a positive or negative effect on project performance?
describe it.
4. Does EEP project office have an applicable job description?
5. Does each Project employees know his duty according to the assigned job description?
6. What are the factors leading to employees‟ job satisfaction in EEP Project?
7. What are the impacts of employee‟s job satisfaction or dissatisfaction on EEP project
performance?
8. Is that EEP completes the project according to its schedule? If not, why? Describe it.
9. What is the solution to finish the project on time as scheduled?
10. Does EEP project office have a practice of evaluation? At what time?
11. Do you agree that a practice of employees rewarding and incentive system has an effect
on project performance? Answer with brief description?
12. What are the effects of employee‟s job satisfaction on Project cost, Time and Quality?