Relationship between job satisfaction and organisational performance

Figures & data

Figure 1. Conceptual model of relationship between job satisfaction and organisational performance. Source: created by the author.

Table 1. Statistically significant correlations between job satisfaction and financial indicators of organisational performance.

		(1)	(2)	(3)	(4)
(1) Job satisfaction	Pearson Correlation
	Sig. (1-tailed)
	N
(2) ROE	Pearson Correlation	.395*
	Sig. (1-tailed)	.006
	N	40
(3) Revenue per employee	Pearson Correlation	.443**	.430**
	Sig. (1-tailed)	.002	.003
	N	40	40
(4) Labour costs per employee	Pearson Correlation	.407**	.481**	.383**
	Sig. (1-tailed)	.005	.001	.007
	N	40	40	40
(5) BEX	Pearson Correlation	.326*	.931**	.387**	.459**
	Sig. (1-tailed)	.022	.000	.007	.002
	N	39	39	39	39

Source: Research results.

Table 2. Statistically significant correlations between different job satisfaction factors and financial indicators of organisational performance.

Job satisfaction factor		Total asset turnover	Current asset turnover	Revenues over expenses ratio	ROA	ROE	ROCE	Revenue per employee	Earnings before taxes per employee	Labour costs per employee	BEX
Nature of work	Pearson Correlation
	Sig. (1-tailed)
	N
Opportunities for advancement	Pearson Correlation					.389**		.391**		.265*	.311*
	Sig. (1-tailed)					.007		.006		.049	.027
	N					40		40		40	39
Posibility of further education	Pearson Correlation					.510**		.445**		.407**	.445**
	Sig. (1-tailed)					.000		.002		.005	.002
	N					40		40		40	39
Leadership	Pearson Correlation					.500**		.454**		.0408**	.351*
	Sig. (1-tailed)					.001		.002		.005	.014
	N					40		40		40	39
Co-workers	Pearson Correlation					.0542**		.430**		.309*	.465**
	Sig. (1-tailed)					.000		.003		.028	.002
	N					39		39		39	38
Direct supervisors	Pearson Correlation					.492**		.399**			.388**
	Sig. (1-tailed)					.001		.005			.007
	N					40		40			39
Salary	Pearson Correlation			.342*		.361*		.301*	.337*	.511**	.371*
	Sig. (1-tailed)			.015		.011		.030	.017	.000	.010
	N			40		40		40	40	40	39
Position in the company	Pearson Correlation					.312*		.333*
	Sig. (1-tailed)					.025		.018
	N					40		40
Working conditions	Pearson Correlation			.305*				.451*	.306*	.461**
	Sig. (1-tailed)			.028				.002	.028	.001
	N			40				40	40	40
Permanent employment	Pearson Correlation	−.476**	−.499**		−.443**		.333*	.341
	Sig. (1-tailed)	.001	.000		.002		.018	.016
	N	40	39		30		39	40
Working hours	Pearson Correlation
	Sig. (1-tailed)
	N

Source: Research results.

Table 3. Statistically significant correlations between financial indicators of organisational performance and job satisfaction.

		(1)	(2)	(3)	(4)
(1) Job satisfaction	Pearson Correlation
	Sig. (1-tailed)
	N
(2) Total asset turnover	Pearson Correlation	.301*
	Sig. (1-tailed)	.030
	N	40
(3) Revenue per employee	Pearson Correlation	.444**	.385*
	Sig. (1-tailed)	.002	.007
	N	40	40
(4) Labour costs per employee	Pearson Correlation	.400**	.046	.411**
	Sig. (1-tailed)	.005	.389	.004
	N	40	40	40
(5) Earnings before taxes per employee	Pearson Correlation	.288*	.119	.252	.641**
	Sig. (1-tailed)	.036	.232	.058	.000
	N	40	40	40	40

Source: Research results.