Chapter 1

Introduction

Introduction:-

Job Security:-

Freedom from the fear of dismissal or job loss is called JOB SECURITY. Some

professions and employment activities have greater job security than others. The

government civil service has more job security than many occupations in the private

sector.

In other words job security is the probability that an individual will keep his or her job; a

job with a high level of job security is such that a person with the job would have a small

chance of becoming unemployed.

Work Efficiency:-

We define work efficiency as “it is the ratio of output to effort.” So for example, if your

job is to make widgets, one measure of your efficiency is the number of widgets you make

in an hour.

I think it depends on the context. As an employer, what is more important to me is

effectiveness and I think being efficient at your job lends itself toward being effective at

your job. I think that efficiency could be subjective, but being effective is less so.

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Relation of Job Security and Job Efficiency:-

Relation of job security with job efficiency is very strong it may be positive or negative.

It is positive in the way that it enhanced the work quality and quantity or provides best

products or services to the customer and may be negative in other way it force to

employee to use power in the wrong way.

History of Selected Organization:-

National Bank of Pakistan

National Bank of Pakistan (the Bank) was established on November 9, 1949 under the

National Bank of Pakistan Ordinance, 1949 in order to cope with the crisis conditions which

were developed after trade deadlock with India and devaluation of Indian Rupee in 1949.

Initially the Bank was established with the objective to extend credit to the agriculture sector.

The normal procedure of establishing a banking company under the Companies Law was set

aside and the Bank was established through the promulgation of an Ordinance due to the crisis

situation that had developed with regard to financing of jute trade. The Bank commenced its

operations from November 20, 1949 at six important jute centres in the then East Pakistan and

directed its resources in financing of jute crop. The Bank’s Karachi and Lahore offices were

subsequently opened in December 1949.

The nature of responsibilities of the Bank is different and unique from other banks/financial

institutions. The Bank acts as the agent to the State Bank of Pakistan for handling

Provincial/Federal Government Receipts and Payments on their behalf. The Bank has also

played an important role in financing the country’s growing trade, which has expanded

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through the years as diversification took place. Today the Bank finances import/export

business to the tune of Rs. 52.7 billion, whereas in 1960 financing under this head was only

Rs. 1.54 billion.

Objective of the Study:-

The researchers wanted to investigate

• The dependency of job efficiency on job security.

In other words, in this research researchers have tried to determine that dose job

efficiency is affected due to secure or un-secure job.

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 Chapter 2

Literature Review

Introduction:-

Review of relevant literature is an essential step while conducting a research. This step

helps to develop conceptual clarity of researchers. So, literature of different journals,

internet web sites and news papers was reviewed. In this chapter and attempt has been

made to provide the background knowledge of the study by the researchers.

Work Efficiency:-

“Employee Participation is generally defined as a process in which influence is shared

among individuals who are otherwise hierarchically unequal”

(Locke and Schweiger, 1979; Wagner, 1994)

“The best way to improve productivity is by striving for the shared goals of employees

and managers. By allowing worker input into developing the mission statement,

establishing policies and procedures, determining perks, etc., you can improve

communication and increase morale and satisfaction. In line with the research on

Employee Participation has been emphasized in relation to job satisfaction”

(Cotton et al 1988; Norton 1989)

“In Past studies showed that employee participation is positively related to performance,

satisfaction, and productivity of an employee.”

(Pfeffer 1994; Wagner 1994; and Verma 1995)

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According to Blinder (1990) that profit sharing programs are more effective when

combined with employee participation in management.

Job Satisfaction:-

Job satisfaction has been the most frequently investigated variable in organizational

behaviour (Spector, 1997). Job satisfaction varies and researchers, for example

Peretomode (1991) and Whawo (1993), have suggested that the higher the prestige of the

job, the greater the job satisfaction. Many workers, however, are satisfied in even the least

prestigious jobs. That is, they simply like what they do. In any case, job satisfaction is as

individual as one’s feelings or state of mind.

Job satisfaction can be influenced by a variety of factors, for example, the quality of one’s

relationship with their supervisor, the quality of the physical environment in which they

work, the degree of fulfilment in their work, etc. However, there is no strong acceptance

among researchers, consultants, etc., that increased job satisfaction produces improved job

performance. In fact, improved job satisfaction can sometimes decrease job performance

(McNamara, [n.d]; War, 1998).

Locke (1976) defined job satisfaction as

“... a pleasurable or positive emotional state resulting from the appraisal of one‟s job or

job experience.” That is, it is the discrepancy between what an employee values and what

the situation provides.

Smith et al. (1969, p. 6) suggested that

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“... job satisfaction are feelings or affective responses to facets of the situation.”

Dawis and Lofquist (1984) defined

“ job satisfaction as the result of the worker‟s appraisal of the degree to which the work

environment fulfills the individual‟s needs.”

These definitions, as Lease (1998) pointed out, are similar to other definitions where job

satisfaction is viewed as the degree of an employee‟s affective orientation toward the

work role occupied in the organization.

“Employee satisfaction has always been important issues for organizations. Few practices

(in fact, few organizations) have made job satisfaction a top priority, perhaps because they

have failed to understand the significant opportunity that lies in front of them. Satisfied

employees tend to be more productive, creative and committed to their employers.”

(J. Michael Syptak, MD, David W. Marsland, MD, and Deborah Ulmer, PhD)

Need-based Approach or Content theory:-

Several factors are believed to influence a person’s desire to perform work or behave in a

certain way. The need-based theories explained these desires; they explained motivation

primarily as a phenomenon that occurs intrinsically, or within an individual. We can

widely recognize two need-based theorists and their theories: Maslow’s hierarchy of

needs and Herzberg et al.’s two factor theory.

Abraham Maslow’s Hierarchy of Needs:-

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Abraham Maslow’s (1943, 1970) need-based theory of motivation is the most widely

recognized theory of motivation and perhaps the most referenced of the content theories.

According to this theory, a person has five fundamental needs: physiological, security,

affiliation, esteem, and self-actualization. The physiological needs include pay, food,

shelter and clothing, good and comfortable work conditions etc. The security needs

include the need for safety, fair treatment, protection against threats, job security etc.

Affiliation needs include the needs of being loved, accepted, part of a group etc. whereas

esteem needs include the need for recognition, respect, achievement, autonomy,

independence etc. Finally, self-actualization needs, which are the highest in the level of

Maslow’s need theory, include realizing one’s full potential or self-development; I call it

the pinnacle of one’s calling. According to Maslow, once a need is satisfied it is no longer

a need. It ceases to motivate employees’ behaviour and they are motivated by the need at

the next level up the hierarchy.

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However, in spite of Maslow’s effort and insights into the theories of motivation, replicate

studies failed to offer strong support of the need-based theories. Also, studies aimed at

validating Maslow’s theory failed to find substantiation in support of the needs hierarchy

(Ifinedo 2003; Lawler & Suttle 1972), although many continue to find the hierarchy

model very attractive (Naylor, 1999).

Herzberg et al.’s Two Factor Theory:-

Herzberg, Mausner and Snyderman’s (1959) two-factor theory is heavily based on need

fulfilment because of their interest in how best to satisfy workers. They carried out several

studies to explore those things that cause workers in white-collar jobs to be satisfied and

dissatisfied. The outcome of their study showed that the factors that lead to job

satisfaction when present are not the same factors that lead to dissatisfaction when absent.

Thus, they saw job satisfaction and dissatisfaction as independent. They referred to those

environmental factors that cause workers to be dissatisfied as Hygiene Factors. The

presence of these factors according to Herzberg et al. does not cause satisfaction and

consequently failed to increase performance of workers in white-collar jobs. The hygiene

factors are company policy and administration, technical supervision, salary, interpersonal

relationship with supervisors and work conditions; they are associated with job content:

Herzberg et al. indicated that these factors are perceived as necessary but not sufficient

conditions for the satisfaction of workers. They further identified motivating factors as

those factors that make workers work harder. They posited that these factors are

associated with job context or what people actually do in their work and classified them as

follows: achievement, recognition, work itself, responsibility and advancement.

Achievement is represented by the drive to excel, accomplish challenging tasks and

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achieve a standard of excellence. The individuals’ need for advancement, growth,

increased responsibility and work itself are said to be the motivating factors.

Herzberg et al., (1959) pointed out that the opposite of dissatisfaction is not satisfaction

but no dissatisfaction. Both hygiene factors and motivators are important but in different

ways (Naylor 1999: 542).

Chapter 3

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 Methodology

Introduction:-
Methodology or research design is the scientific procedure or method followed by the

researchers for conducting the study or collection of information. This chapter describes

the strategies adopted by the researchers to conduct the present study.

Research Method:-

This research is about the Dependency of Job Security on Work Efficiency. The

researchers used quantitative research method. The reason for choosing quantitative

research method;

• In this research method researcher was easily measurement the data that is why

quantitative method of research was chosen.

• Researchers comfortably covered our topic in pre-structured questionnaire that is

why quantitative method of research was chosen.

• In the present study, it was possible to access large numbers of respondents that is

why quantitative method of research was used.

• According our topic researchers was chosen close ended questionnaire that is why

quantitative method of research was used.

Respondents:-

The respondents of the study comprised of those people who are under these age groups

less than 26 year, 26 to 30, 31 to 35, 36 t0 40, 41 to 50 and above 50, and on gender base

of the National Bank of Pakistan.

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Sampling:-

The primary goal of sampling is to get a representative sample or a small collection of

units a much larger collection or population, such that the researcher can study the smaller

group and produce accurate about the larger group.

Tools for Data Collection:-

The methodology adopted in the present study was purely quantitative so questionnaire

was used as tool for data collection. In the questionnaire included twelve questions which

were closed ended. Questionnaire attached in appendix.

Rapport Building:-

The researcher showed their identities cards and concern letter as student of Punjab

University College of Information Technology, University of the Punjab Lahore, who

were conducting research about the Dependency of Work Efficiency on Job Security.

The researchers assured the respondents that the research was a compulsory requirement

for the compilation of the BSIT degree.

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Field Experience:-

The researchers face many difficulties in field work. It was a very hard job and the

researchers had to be very patient in all the process of data collection some time the

respondents were not available so researchers had to wait for them. The respondents was

not easily filled the questionnaire some time they were ask silly questionnaire to irritate

us. Some of respondents write some unreasonable comments on the questionnaire.

Researchers face lot of difficulties of timing in collection data. However, when the

researcher’s successfully filled questionnaire from the respondents, most of them were

found very friendly and cooperative, it was a remarkable experience of researchers’ whole

life.

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 Chapter 4

Data Analysis

This chapter aim to analysis the data gathered by the researchers. This chapter gives the

detail of researchers’ interpretation and analysis of data done under specific question and

themes. The chapter is to evaluate the Job Efficiency: Dose job security has an effect on

job efficiency?

Questionnaire is prepared for employees of National Bank of Pakistan (NBP).

In this questionnaire covers following areas:

1) Finance of organization:-means it contains questions that whether job security

really helps to increase profit of organization or not.

2) Publicity of organization:- means it contains questions that whether job security

really helps to increase publicity of organization or not on the basis of efficient

work and behavior of employees.

3) Marketing of organization: - means it contains questions that whether the

organization has to suffer due to the behavior of the secure/un-secure employees

and defiantly behavior directly affects on marketing of organization.

4) Culture of organization: - questionnaire also contains questions which are for

determine that whether the secure or un-secure job is better on the basis

performance.

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 ABOUT THE SAMPLE OF QUESTIONNAIRE

Our questionnaire contains twelve (12) questions which covers different areas of

organizations. These questionnaires are filled by both managerial and non-managerial

employees (both male and female) from IT, BUSINESS, ACCOUNTS departments

ANALYSIS

Here we are going to analysis the organization NBP.

Researchers can analyze or conclude different result through different type of analysis like

education level wise, salary wise etc.

But here researchers include three type of analysis in their report:

1) Gender wise analysis

2) Age wise analysis

3) Overall analysis

GENDER WISE ANALYSIS

Researchers conclude from filled questionnaires that female think that 60% of

work efficiency depends on job security but male think that 62% of your work efficiency

depend on your job security. Results of filled questionnaires are attached here with respect

to gender difference.

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 Table of agree disagree Gender wise

Number
Disag
Gender of Agree Total
ree
People
Male 23 180 113 293
Female 17 111 76 187
Total 40 291 189 480

GRAPH OF CALCULATED RESULTS

AGE WISE ANALYSIS

Researchers calculate different results on the basis of

differences in the age. From filled questionnaires researchers calculate

that workers who have age from less than 26 think that 55% of work

efficiency depend on job security but the workers who have age 26 to

35 think that 63% of your work efficiency depend on your job security

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and who have age more than 35 think that 61% of work efficiency

depend on job security. Results of filled questionnaires are attached

here with respect to age difference.

Table of “AGREE” “DISAGREE” with respect to Age difference

Number
Age Disag
of Agree Total
category ree
People
Less than
26 6 39 32 71
26-30 8 60 25 85
31-35 11 76 56 132
36-40 5 40 23 63
41-50 5 43 31 74
Above 50 5 33 22 55
Total 40 291 189 480

GRAPH OF CALCULATED RESULTS

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Overall Analysis

From filled questionnaires researchers calculate an overall result that 61%

of work efficiency depends on job security and 39% of work efficiency dependant on

different factors. Results of filled questionnaires are attached here.

Table of Overall Analysis

Questio Strong Strongly

n ly Disag Disagre Tota
number Agree Agree ree e l
1 12 20 7 1 40
2 5 11 18 6 40
3 5 14 13 8 40
4 3 15 16 6 40
5 1 12 21 6 40
6 12 13 11 4 40
7 4 19 12 5 40
8 9 20 10 1 40
9 5 10 20 5 40
10 9 21 7 3 40
11 12 24 4 0 40
12 19 16 5 0 40
Total 96 195 144 45 480
GRAPH OF CALCULATED RESULTS

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 Chapter 5

Summary and Conclusion

Summary:-

The aim to conduct this research was to observe the job efficiency: dose job

security has an effect on job efficiency? In other words, in this research researchers

have tried to determine that dose job efficiency is affected due to secure or un-secure job.

Freedom from the fear of dismissal or job loss is called JOB SECURITY.

In other words job security is the probability that an individual will keep his or her job; a

job with a high level of job security is such that a person with the job would have a small

chance of becoming unemployed.

We define work efficiency as “it is the ratio of output to effort.”

Relation of job security with job efficiency is very strong it may be positive or negative.

18
It is positive in the way that it enhanced the work quality and quantity or provides best

products or services to the customer and may be negative in other way it force to

employee to use power in the wrong way.

In literature review researchers are quoted some researches by different researchers on job

security and work efficiency and also discuss the Need-based Approach or

Content theory.

The researcher conducted a quantitative research by; adopting method of questionnaires

techniques for data collection and sample for the research.

Questionnaire is prepared for employees of National Bank of Pakistan (NBP).

Questionnaire covers following areas:

• Finance of organization

• Publicity of organization

• Marketing of organization

• Culture of organization

Researchers can analyze or conclude different result through different type of analysis like

education level wise, salary wise etc.

But here researchers include three type of analysis in their report:

1) Gender wise analysis

Female think that 60% of work efficiency depends on job security but

male think that 62% of your work efficiency depend on your job

security.

2) Age wise analysis

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 Workers who have age from less than 26 think that 55% of work

efficiency depend on job security but the workers who have age

26 to 35 think that 63% of your work efficiency depend on your

job security and who have age more than 35 think that 61% of

work efficiency depend on job security.

3) Overall analysis

61% of work efficiency depends on job security and 39% of work

efficiency dependant on different factors.

Conclusion:-

We conclude that job security has a tremendous effect on working environment and work

efficiency. If employees have no fear to loss their job’s they can work better than before,

but as we are giving them security we must have to impose some check and balance to

prevent the wrong way of using power. Employee’s motivation programs and training

should be introduced at all levels of organization. Now a day’s insecure jobs are creating

an environment of stress in are youth and its affecting their efficiency too. According to

our view secure job will give a positive impact on society of Pakistan.

So, we conclude that job security can directly and indirectly effect on job efficiency.

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