International Journal of Information, Business and Management, Vol. 15, No.

1, 2023

ASSESSING THE IMPLICATIONS OF JOB SATISFACTION TOWARDS

EMPLOYEE PERFORMANCE: INSIGHTS FROM PUBLIC SERVANT

PROFESSIONALS (PSPS)

Maruf Hasan [1], Md. Miraj Hossen [2], Tanjana Saiyed Likhon [3], Gazi Md. Shakhawat Hossain [4,5*]
*
Author’s Correspondence: [[email protected]] [[email protected]]

[1]
Department of Administrative Management, College of Public Administration (CPA), Huazhong
University of Science and Technology (HUST), 1037 Luoyu Road, Wuhan, Hubei 430074, P. R. China
[2]
Department of Management Studies, Faculty of Business Studies, Jagannath University, Dhaka-1100,
Bangladesh
[3]
Department of Economics, Faculty of Social Sciences, University of Barishal, Kornokathi, Barishal-8254,
Bangladesh
[4]
Department of Business Administration, School of Business and Economics, University of Global Village
(UGV), Barishal-8200, Bangladesh
[5]
Department of Business Administration, School of Management (SOM), Huazhong University of
Science and Technology (HUST), 1037 Luoyu Road, Wuhan, Hubei 430074, P. R. China

Abstract
The purpose of this study is to assessing the effect of job satisfaction on employee performance based on the
perception of public servant professionals in Bangladesh. The design of the empirical study was based on
primary data that was gathered using a structured questionnaire. The respondents were selected based on a
convenient sampling method and the sample size was 500 Public Servant officials. The data was analyzed
using the Statistical Package for Social Science (SPSS) - 23. Through the use of SPSS, Structural Equation
Modeling (SEM) is utilized to assess the causal effect of the predictors. Analysis indicates that the work
environment and training and development are a significant predictor of Job satisfaction except for the other
one variable-pay and promotion. Practically, the result of this study presents a snapshot of the satisfaction
level of public servants working at the selected organization of Bangladesh. Findings of this study may help
the policy makers to analyze the satisfaction level of the public servants of Bangladesh and how they can
motivate public servants to perform their job properly and efficiently. Further research can start investigating
the potential interactions and effects of these variables studied in this research and other extraneous
variables.

Keywords: Employee Performance, Job Satisfaction, Pay and Promotion, Training and Development,
Work Environment.

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1.0 Introduction
Many studies have been conducted on the subject of improving the competitiveness and standard of
Bangladesh's public sector. Job satisfaction may come from allowing employees to be self-directed and
strong relationships with colleagues (Lin, 2007). Sometimes this requires tweaking of organization goals to
boost employee motivation (Bin, 2015). Employee Performance, as defined by Campbell (1990) is “what the
organization hires one to do and do well”. Performing employees help leaders to create excellent
organizations. According to research carried out by Ab Malek, Mazli et al. (2019) states that employees'
attitude toward work is largely affected by the work environment such as a positive and safe work
environment, dedicated management, career development, pay raises and promotions, and the job itself. It is
widely known that the citizen's understanding of the public servants and the quality of the service they
provide is negative. On the other hand, renowned former public servant cum academician Ali (2004) gave
opinion regarding all those studies, in his book 'Bangladesh Civil Service: A Political Administrative
Perspective’. He said:' the theoretical content of most work appears to avoid the fact that officials operate in
a particular system and that the expected outcomes are less than satisfactory in terms of the environment.
Little to no attention was required to pay in the study efforts to bring a holistic view in terms of factors that
make the civil service professionally effective for desirable policy outcome in governance”.

Job satisfaction and performance are some of the behaviors that mainly impact Human Resources
Management practices. Performance and productivity directly impact the level of employee satisfaction.
According to (Ng & Feldman, 2009), having the right training can have a strong positive effect on employee
performance. Moreover, Job satisfaction enhances the retention level of employees and reduces the expense
of hiring fresh employees. Many of the determinants have been explored to understand job satisfaction such
as management role, work motivation, pay, other benefits, work environment, and employee training
perception. This research will explore the relationship status Job satisfaction level of employees of the
public that influence on employee performance. Moreover, Job satisfaction is the result of many other
factors such as a good work environment, appropriate pay and promotion systems, Training, and
development is given to employees. So all this comes together and creates job satisfaction and any one`s
absence could greatly affect the satisfaction level. The Particular Purpose of our study is to understand the
factors that affect the satisfaction level of an employee in an organization and up to what extent they impact
the satisfaction of employees. Specifically, we took Work Environment, Pay and Promotion, and Job
Training and Development as the attributions to see their impact on the satisfaction level of employees,
which consequently effect on employee performance.

Bangladesh is a typical case in which it remains illusory to establish a sound and rational management of
human resources. The situation develops the need to define the underlying causes and bring them into an
evaluation of the job satisfaction issue in the public sector. In such a situation, the job satisfaction of public
servants becomes an important issue that has to be taken into account in order to achieve the ultimate goals
of the public sector in Bangladesh. Public service efficiency and motivation are essential for better
governance. We have to apply every possible tool for enhancing the efficiency of the public service

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considering the incentive systems and administrative culture in Bangladesh. As public servants are
responsible for implementing the government's all development programs and providing services directly to
the common people, success and failure of the Bangladesh government in guaranteeing quality public service
delivery and enhancement of performance vary depending on the sincere attempts of its human resources
posted in the field level. A large number of studies have been conducted on the effects of motivation and
ability on performance in western countries, but little information is available in this realm regarding
developing countries like Bangladesh. Particularly, there is no study of Job satisfaction found regarding the
perceptions of the public officers. The latest public management analysis has launched to emphasize the
need to study how public organizations' unique features affect employee attitudes, behaviors, and decision
making (Pandey & Wright, 2006; Park & Rainey, 2007; Yang & Pandey, 2009). The primary objective of
this study has identified and analyzes the factors which create job satisfaction of the public servant in
Bangladesh which influences their job performance. In line with the objectives, this research has structured
the following questions. (i) What are the important factors that contribute to the satisfaction of public servant
professionals? (ii) Does the correlation exist between job satisfaction and employee performance? (iii) Are
the public servants of Bangladesh working in the field level satisfied with their present job condition and
situation?.

2.0 Theoretical Framework and Hypothesis Development

2.1 Work Environment (WE) and Job Satisfaction (JS)

According to Herzberg (1968) and Spector (2006); the work environment is an important factor for
employees ' happiness, which is that the new research found that the scholars are happier playing a role in
their job satisfaction (Forsyth & Copes, 1994; Ellickson & Logsdon, 2001: Carlan, 2007; Rainey, 2009). The
workplace consists of physical and social working conditions. People want to work in an atmosphere that is
relaxed, safe, clean, modern, and fitted (Qun, 2002) and Work under good conditions like temperature,
lighting, and noise (Green, 2000). For example, people may be upset if unexpected sounds such as
telephones, talks, or crowds are overwhelmed (Moenga et al., 2018) and Lack of lighting or temperature
creates pressure (Deranty & MacMillan, 2012). A work environment with job status, resources, support,
access to information, and a sense of empowerment among employees increases employees' satisfaction
towards work and eventually, it increases the organization's outcome (Yusuf & Bit-Lian, 2020). The work
environment has a profound impact on individual and organizational productivity. To achieve productive
work performance demands for job satisfaction among employees (Muguongo et al., 2015). It implies that
people that are comfortable within their work environment will work much more effectively and it will enjoy
the working system more than those who are embarrassed. Therefore, you should perceive certain parts of
your employees' work area quite thoughtfully. Many issues are affecting the satisfaction of the work
environment. As mentioned earlier that according to research carried out by Ab Malek et al. (2019) stated
that employees' attitude toward work is largely affected by the work environment, working conditions such
as a positive and safe work environment, dedicated management, career development, pay raise and

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promotions, and the job itself. Furthermore, job satisfaction influences employee performance. It has been
further added that job satisfaction also can help the organization to retain its employees.

H1: Work Environment (WE) has a significant effect on the Job Satisfaction (JS) of a public servant.

2.2 Pay and Promotion (PP) and Job Satisfaction (JS)

Pay is perceived as monetary and extrinsic recompense that includes wage, bonus, and living costs allowance,
etc. Pay is a vital feature. Armstrong (2009) stated that it is better to differentiated performance management
and pay, "abstracting" both, to make a distinction between developmental prospects and the impact of your
performance on incremental pay increases. He explains the problems in having to pay for performance
wherein it requires being observable on various levels, thus fact-based, and this evidence requires be seeing
to be transparent and fair and not conducting behind locked doors. The main factors for job satisfaction were
the salary and the analysis was carried out concerning the level of job satisfactoriness of public sector
employees (Sokoya, 2000). The study of the relationship between job satisfaction and pay also found that
work satisfaction is influenced by pay (Nguyen et al., 2003). Survey results of Kathawala et al. (1990) say
that the pay package is the single factor that increases employee productivity and satisfaction in the
automotive sector. It should be remembered that compensation is a very effective tool for controlling
employee revenues. It also promotes the employee's organization, which also attracts the employee with the
work (Zobal 1998; Chiu et al., 2002), for an employee, the employee's salaries are most relevant (Cappelli &
Sherer, 1988; Clark & Oswald, 1996). Hammermesh (2001) found that the rise in earning shocks temporarily
impacts satisfaction for employees. Pay Appraisal and career development like promotions and recognition
enhance employee's motivation to work which eventually results in overall improved performance, increased
overall productivity (Hussain et al., 2019).

H2: Pay and Promotion (PP) has an insignificant effect on the Job Satisfaction (JS) of a public
servant.

2.3 Training and Development (TD) and Job Satisfaction (JS)

Training is the process for civilizing the talents, skills, and knowledge of people who shape their thoughts
and suggestions to improve their performance. We may say that the majority of the studies are a constant
process of profound concern. Hee and Jing (2018) suggested that the investment in the workforce is actually
for the organization's own benefit as the trained workforces have higher productivity and contribute to higher
organizational efficiency and such an organization is worthy to attract workforce with greater quality.
Training and development are being used as an important tool that delivers knowledge, expertise, and
abilities and modifies their actions and behaviors to be successful in the present, as well as in the future
(Ahmed & Yohanna, 2014). This leads to improving personal and corporate performance (Al-Mzary et al.,
2015; Okechukwu, 2017). When employees attended training programs, they achieve self-confidence of

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making their jobs, they observe career development opportunities and they think that their companies invest
in them (Jun, et al., 2006). It is important for every organization since it is meant not only to improve the
skills, attitudes, and behaviors of employees but also to adapt them to new technologies that in turn increase
individual and corporate performance (Khan et al. 2016). Researchers Afsana et al. (2015) and Singh et al.
(2016) identified that some significant connections were between training and development and the success
of employees. Another research in the UK, (Jones et al., 2009) Stress the positive part of work satisfaction
training for employees. (Blum & Kaplan, 2000) they have described the opportunity to learn new skills and
work satisfaction with each other positively. In addition to helping organizations succeed employees have the
impression that they will be making a real difference in achieving goals and objectives. (Gerbman, 2000).
Organizations implementing workforce development programs are more pleased with lower turnover levels
(Wagner, 2000). According to Stacey Wagner, a manager with the American Society for Training and
Development, training builds employee loyalty because employees know the organization is going to invest
in their futures (Shelton, 2001).

H3: Training and Development (TD) has a significant effect on the Job Satisfaction (JS) of a public
servant.

2.4 Job Satisfaction (JS) and Employee Performance (EP)

Job satisfaction is the collection of feelings and beliefs of the people about various aspects of their jobs, such
as work environment, career prospects, interest in the tasks, etc. According to Robbins and Judge (2013)
“job satisfaction describes a positive feeling about a job, resulting from an evaluation of its characteristics.”
Basically, job satisfaction is about liking job and finding fulfillment in what do. Job satisfaction is a good or
optimistic psychological state as a result of an appraisal of work or experience (Locke, 1976). According to
Rainey (2009), Job satisfaction in the organizational analysis is the most commonly observed predictor
which is important because people have what kind and specific characteristics of their job. Rice et al. (1989)
proposed that “Satisfaction is partly defined by the variations resulting from a subjective evaluation process
involving the appraisal of current work performance against certain professional reference criteria." Job
satisfaction is an important variable that provides an understanding of employees ' general feelings and ways
of thinking about work. Therefore, the employee's satisfaction with his work expectations and solutions are
forwarding his task. Employment satisfaction depends on how fulfilled one's desires are in a career (Togia et
al., 2004). Various research studies demonstrate the positive effects of competitive awards and compensation
strategy on employee performance. It is important to recognize that the compensation strategy should not be
limited to standard bonuses and basic pay, but accounting should also include incentive, corporate support,
and appreciation. Management should therefore consistently evaluate and re-examine the pay strategy and
ensure that employee performance has a fair and equitable distribution. This increases employee
productivity and satisfaction (Olabode et al., 2019). It thus endorses the idea that the connection between
incentives and compensation and the performance of employees exists in a positive and meaningful manner.
Meyer (2002) proposed that low job satisfaction has a bad effect on the engagement of workers and

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successively results in achieving organizational goals and efficiency. The research model and hypotheses are
established from the above literature and theoretical support.

H4: Job Satisfaction has (JS) a significant effect on Employee Performance (EP) of public servants.

Figure-1: Conceptual Model Associated with the Hypothesis

3.0 Research Methodology

3.1 Sampling Method and Sample Size

This study is undertaken in the administrative hospital educational and financial fields by the public servants.
The collection of data is important for analysis, as data is designed to improve the comprehension of a
theoretical context (Bernard, 2017). For the study, a simple random sampling approach had been used. A
method of simple random sampling is a kind of sampling which is most effective when a specific cultural
area is to be researched by well-informed experts in the field. Significant sources, reflective community
members are listeners who are familiar with the culture and able and willing to express their interpretation
(Bernard, 2017). Because this analysis focused solely on the mindset and experience of public servants of
Bangladesh, the best choice for this thesis is a purposeful sampling. A total of 560 of the 600 questionnaires
administered were returned with a response rate of 89.28 percent. Just 500 were considered useful for the
study after review from the returned questionnaires and chosen for analysis. Through having visited the
subject areas, the researcher directly distributed and collected the questionnaire. A few surveys also have
been sent out by e-mail. Responses are checked over most of the telephone with respondents if required. The
honesty and impartiality theory was upheld in the case of quantitative analysis. Thus, statistical data were
trustworthy and reliable.

3.2 Development of the Questionnaire

The Rensis Likert scale is the measurement scale used in this report. This is the most frequently used
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approach for quantifying scientific methods (Smith, 2005; Kidwell, 2009). It allows an individual to express
agreement or disapproval and to obey the statement. The scale of Likert uses a scale of 5 or 7 but the most
common scale is the scale of 5 dots. A 5 point set of "STRONGLY AGREE," "AGREE," "NEUTRAL,"
"DISAGREE" and "STRONGLY DISAGREE" are used for this analysis. The central point of this measure,
“neutral”, signifies unpredictability or “neither agree or disagree”. Peterson (2002) stated that the reliability
of data received from a questionnaire is proportionate to the questionnaire's reliability. This leads to
successful questionnaires that make it difficult for a person to give accurate answers to questions (Hague,
1993). The survey has been structured to research core architectural topics, including structure, sequence and
time frame, vocabulary and architecture (Rea et al., 2012) the questionnaire began with a cover letter to
introduce and describe the applicants ' sample priorities. Voluntary involvement in this survey was one of the
most important characteristics of this research.

3.3 Data Analysis Techniques

The analytics process is where the researcher continually represents data collected, shifting deeper for
knowledge and presenting the data, and deriving an analysis of the larger meaning of the data (Creswell,
2003). Vast amounts of data must be translated into simplified formats, to make it easier for the readers to
view and understand. Objective analysis is concerned with understanding phenomena by collecting
quantitative data interpreted in statistical forms. SPSS- 23 is used for this research as statistical techniques for
the collection and interpretation of the primary data from the survey. The organization has widely used its
resources to provide descriptive statistics on frequencies and interstitial columns, and the correlation
coefficient of Pearson and the study of several regressions.
4.0 Data Analysis

4.1 Respondents Profile

The first step of the data analysis involved the testing of the answers and marking them with a single number
(percentage and table), and the generation of descriptive statistics. The concise data analyzes provide the
reader with a description of current numbers and values (Dwivedi & Weerakkody, 2007). The study was
distributed between January2020 and February2020 based on the questionnaire. 560 public servants received
the questionnaire. 60 questionnaires were not correctly completed and thus discarded following the analysis
of the finished surveys. A total of 500 questionnaires were retained, providing an appropriate IS-field
response rate of 89.28 per cent (Baruch & Holtom, 2008) for the final study. The table presents the features of
the respondents including their genders ages, marital status. Detailed consideration will be paid to the
demographic history of the respondent. The table shows that 162 (32.4%) females and 338 (67.6 %) males
were sexually active. In relation to age, the results showed that the majority of respondents identified 53.0%
in age groups of 30-40 years, followed by the age group of more than 60 years, which represents about 6.4%.
The age group of 40-50 couples was followed by 22.4% and the age group 50-60% is followed by 6% of the
total. Ultimately, only 12.2% of the respondents were young academics, younger than 30 years of age. And

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the table indicates that 131 single (25.2%), 345 married people (70.0%) and 24 (4.8%) divorced individuals
in terms of marital status. In addition, the postgraduate sample was 28.8 percent; the graduate sampled 35.2
percent, the college level 17.4 and 18.6. With regard to employment rating, officials were managers at 35.3%,
middle managers at 24.8%, and senior managers at 18.4% and general managers at 21.6%. With 40.2% for
the the education sector, 25.2% for the hospital sector, 15.4% for the administrative and 19.2% for the
financial sectors were.

Table-1: Respondents Profile

Variable Attributes Frequency Percent Valid Cumulative

Percent Percent
Gender Male 338 67.6 67.6 67.6
Female 162 32.4 32.4 100.0
Age 18-30 Years 61 12.2 12.2 12.2
30-40 Years 265 53.0 53.0 65.2
40-50 Years 112 22.4 22.4 87.6
50-60 Years 30 6.0 6.0 93.6
60- up Years 32 6.4 6.4 100.0
Marital Status Single 126 25.2 25.2 25.2
Married 350 70.0 70.0 95.2
Divorced 24 4.8 4.8 100.0
Educational Level College 93 18.6 18.6 18.6
Graduate 176 35.2 35.2 53.8
Post Graduate 144 28.8 28.8 82.6
Others 87 17.4 17.4 100.0
Job Ranking General Staff 108 21.6 21.6 21.6
Manager 176 35.2 35.2 56.8
Middle Manager 124 24.8 24.8 81.6
Senior Manager 92 18.4 18.4 100.0
Organization Finance 96 19.2 19.2 19.2
Education 201 40.2 40.2 59.4
Hospital 126 25.2 25.2 84.6
Administrative 77 15.4 15.4 100.0

4.2 Results of the Reliability Test

The reliability and validity of the research tool had to be developed to ensure that it was reliable. Until
conducting statistical techniques on the data generated, the reliability and validity of the instrument must be
evaluated. The data and, consequently, the research are of high quality and allow for reliable findings

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(Straub, 1989). The measurement accuracy and stability are assessed as reliability. The 0.80 standards for
reliable measurements for the initial scales have been met in Cronbach alpha scores (Straub, 1989). Four
scales were very accurate and 8 were very consistent. (Hinton et al., 2004). Straub (1989) stated that the
findings of a reliable instrument are better supported and the parameter estimates are more efficient because
of the high and excellent reliability score of the research instrument, so that more confidence in the data
obtained by this instrument can be gained.

Table-2: Results of Reliability Analysis

Variables Cronbach alpha (α)

Work Environment (WE) 0.901
Pay and Promotion (PP) 0.868
Training and Development (TD) 0.869
Job Satisfaction (JS) 0.864
Employee Performance (EP) 0.865

4.3 Confirmatory Factor Analysis (CFA)

4.3.1 Convergent Validity

Composite Reliability (CR) and Average Variable Extracted (AVE) were used to calculate convergent
validity (Fornell & Larcker, 1981). At least 0.7 should be a typical CR value, while 0,5 or higher should be
considered acceptable AVE (Hair Jr, 2006). All loading factors should be greater than 0.5 and should be high.
(Fornell & Larcker, 1981). The loading value of each element is equal or greater than 0.5, and p <0.001.
Therefore, reinforced construction efficiency ranged from 0.87 to 0.94. The average variances reported
between 0.69 and 0.82 were above the acceptable 0.50 point (Anderson et al., 2006), that means that more
than half of the variance observed in the items is their hypothesized influences. As shown in the table, the
updated measurement models have achieved convergent validity.

Table-3: Convergent Validity

Variables Items AVE CR
Work Environment (WE) WE1 0.588 0.949
WE2
WE3
WE4
WE5
Pay and Promotion (PP) PP1 0.579 0.947
PP2
PP3
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PP4
PP5
Training and Development (TD) TD1 0.578 0.939
TD2
TD3
TD4
TD5
Job Satisfaction (JS) JS1 0.846 0.955
JS2
JS3
JS4
Employee Performance (EP) EP1 0.675 0.969
EP2
EP3
EP4
EP5

4.3.2 Discriminant Validity

Recognition of the similarity between the constructs tests the discrimination validity. Fornell & Larcker (1981)
suggested that the square root of the building's AVE should be higher than the association of structure with
other buildings for discriminant validity to be satisfactory. Peng and Lai (2012) proposed that the
inter-construct similarity of the average difference derived from each construct should be less than the square
root. This analysis showed that the inter structural associations of the individual factors are less than the
square root of the average variance. The table indicates that all the systems were different. The diaconal
shows the AVE values of each building in the diaconal, which were higher than the other correlation values
between the construction structures.

Table-4: Discriminant Validit

Constructs 1 2 3 4 5
Work Environment WE) 0.768
Pay and Promotion (PP) .370** 0.763
**
Training and Development (TD) .268 .238** 0.759
** **
Job Satisfaction (JS) .369 .333 .462** 0.918
** ** **
Employee Performance (EP) .331 .225 .318 .298** 0.818

4.4 Hypotheses Testing

The Structural Equation Model (SEM) results described in the tables, which declared that all hypothesized
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relations between independent and dependent variables other than one in the model were supported. For
example, in the model, the hypothesized path between Work Environment with Employee Satisfaction,
Training and Development with Job satisfaction and Job satisfaction with Employee performance with CR
value.

Table-5: Standardized Path Coefficients and Hypotheses Result for the Model

Hypothesis Path β S. E. P-value CR Results

H1 WE ---->JS 0.325 0.084 0.007 2.753 Accepted
H2 PP---->JS -0.154 0.085 0.194 -1.307 Rejected
H3 TD---->JS 0.709 0.033 0.000 4.243 Accepted
H4 JS----> EP 0.497 0.050 0.000 2.835 Accepted

The work environment variable has a significant positive relationship with job satisfaction, according to the
findings of data analysis. In particular, with (β = 0.325) and (p<.007), this variable has a significant positive
relationship. This shows that workplace satisfaction contributes to more than 32 percent. The current study
results Support the H1. There is no significant link between pay and promotion and job satisfaction (β =
-0.154) and (p<.194) in the statistical analysis results of the study. Pay and promotion lead to employee
satisfaction by more than 15 percent, according to these results. This research result does not support the H2.
The analysis of the results confirmed that the relationship between training and development and job
satisfaction is significantly positive (β = .709) and (p<.000). Training and development contribute 71% more
to employee satisfaction, according to these results. The study results support H3. The results of the research
statistics show that job satisfaction and employee performance have significant positive links (β =.497) and
(p<.000). The results show that job satisfaction adds 49% more to job performance. The study results
support H4.

5.0 Discussions

The objective greatly affiliated with this study was seeing the relationship between referents of the research
and job satisfaction as well as how profound is the effect of the interpretations on employee performance.
For this reason, the work environment, pay, and promotion, training, and development were the factors
selected for this research. This research is unique because this is the only research concerning the effects of
job satisfaction of Bangladeshi public servants on employee performance. The focus of this research is on the
factors to make the work of the public servants of Bangladesh more satisfying, which impact their work
performance. The specific goals are to measure the satisfaction of the officials and to identify the different
factors to satisfy the work. The efforts have been made to achieve the level of job satisfaction that public
sector officials now perceive as working in a different organization, such as administrative, financial,
educational, and hospital. In this effort, the government has also sought to determine the significant factors
which affect job satisfaction and the extent of its contribution. The results of the study are described here.

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This study focuses on the introduction of the public servant's satisfaction and performance in Bangladesh.
This study is aimed at studying the factors influencing the satisfaction and performance of public sector
employees in Bangladesh. This study formulated three research questions and developed four hypotheses. In
this study, a majority of public servants have found themselves moderately satisfied with their current
positions and situations. Each participant was required to assess their overall satisfaction at a 1-5 point that
was not completely satisfying to every participant. Data form ratings show that 46.9% of respondents were
moderately satisfied and 12.8% were fully satisfied with their positions. However, 26.2% of the respondents
are partially dissatisfied with their job considering everything.

The findings show a significant positive relationship between Bangladeshi public servants' job satisfaction
and employee performance. As workers are fulfilled with their jobs, the more they are satisfied, the more and
genuinely they strive for rewards for organizations, the higher the performance level. Job satisfaction is very
important for the success of employees. Each organization's main objective is to improve the performance of
its employees in a highly competitive environment to enable them to survive. The public sector faces
increasing demand for efficiency and cost-efficiency with a growing public management strategy, which
raises interest in public servant's performance quality (Osborne & Gaebler, 1992; Vermeeren et al., 2011).
Several studies have found that workers in the public sector are less happy than their private partners with
their external incentives and work environment (Cherniss & Kane, 1987; McCue & Gianakis, 1997). Norris
(2004) stated that employment, experience, and job satisfaction among government workers have been
studied. In this study, a key issue arises as far as the employee's satisfaction is concerned, compared to other
aspects of the benefit to social service workers, by their chances of supporting and recognizing them. The
Bangladeshi Administrative Reform Commission established the following factors that influence public
servants ' motivation for employer health, respect for community, job/life balance, and opportunity to serve
in the country and job profile variance. However, working with Bangladesh Public Servant on job
satisfaction is very limited in the study. Furthermore, research efforts are hardly found on the part of
Bangladeshi public servants working on the sector. On the other hand, the determinants, associations, and
effects of work fulfillment have been examined by public administration experts from different countries
(Wright and Kim, 2004, Kim, Leong et al., 2005, Park and Rainey, 2007). In this context, Khaleque and
Rahman (1987) research on efficiency, commitment, and skills has been viewed as being more important
than self-employment, the status of employment, management policy and decision making involvement than
good work relationships, work-life, work environment, acknowledgment of good work and job security. The
public sector faces increasing demand for efficiency and cost-efficiency with a growing public management
strategy, which raises interest in public servant's performance quality (Osborne & Gaebler, 1992; Vermeeren
et al., 2011). Although there are fairly mixed reviews of the direct impact of job satisfaction on efficiency or
profitability, its effect on turnover, absence, citizenship, and other organizational attitudes and behavior is
well-founded (Harrison et al., 2006). Several studies have found that workers in the public sector are less
happy than their private partners with their external incentives and work environment (Cherniss & Kane,
1987; McCue & Gianakis 1997). McCue and Gianakis (1997) stated that the relationship between
satisfaction and efficiency based on data obtained by the local financial authorities in Ohio has been studied.

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6.0 Implications

The results of the study show that job satisfaction with performance is very high. As employees are pleased
with their jobs, the more they are happy, the more and more they are truly working towards the good of
organizations, the higher the level of efficiency. Job satisfaction is influenced by many factors including
incentive, reward, promotion, and happiness (Chow et al., 2015; Chih et al., 2017). A satisfied employee is a
well-performed employee; employee satisfaction work as a catalyst to motivate an employee and it
eventually improves performance and is more productive to meet the organizational goals (Lai et al., 2017).
According to research conducted out by Rahayu, Rasid et al. (2019) showed that enhanced job satisfaction
would improve the performance of employees. The satisfaction at work is therefore extremely important for
employee performance. This study also shows that certain other causes are closely correlated with the
overall satisfaction of Bangladeshi public servants that has an effect on their performance. Jahan (2006)
stated that many motivating and de-motivating Bangladesh Civil Service (BCS) factors have been
established. With some interesting results, she came out. Inadequate salaries have been described as the
major obstacle in accession to the civil service by most candidates in urban and rural areas. The work
environment was also too restrictive to allow innovation to be achieved. Employment safety is considered to
be the most motivating factor for BCS joining and she pointed out that 45 percent of employees think about
job security, with 55 percent thinking that the status and power of employees motivate them to work in
public services, but 27 percent of employees think about job security and 14 percent think about the state
and the power of the employer. Karim (2009) revealed that many Bangladeshi government officials have
entered the public service, more motivated by the dedication of the public service than pay and other
benefits. Nevertheless, Debnath et al. (2011) also showed that low wages, lack of promotional incentives,
poor management, and job insecurity were the most significant reasons for Bangladeshi Public Servants.

7.0 Limitations and Future Research Direction

The research has found important findings on the relationship between the impact on jobs work environment,
pay and promotion, training and development, and job satisfaction of public employees in Bangladesh.
However, this work is insufficient to be taken into consideration. Because of these weak points, the results of
this study should be carefully interpreted. The results of the study cannot, therefore, be deduced from others,
which compromises the intrinsic validity of the analysis. Secondly, the sample size is not enough to
generalize any type. However, 500 respondents from Bangladeshi government servants were supported by
the data. Small sample size may affect the statistical performance and accuracy of model parameter
estimates and the overall model fit indexes (Vermeeren et al., 2011). Potential researchers are advised to
focus to ascertain the reason behind this. More investigation will show the causes and the future possibilities
for research are immense. In particular, a comparative study between public and private sector workers can
be provided. The findings of this analysis can be inferred that variables can have effects on staff output other
than the four variables taken into account in this study. Further work is therefore required to further explore the

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possible interactions and effects of these and other international variables.

8.0 Conclusions

In summary, the public servants have had valuable contributions and their responses have been evaluated
according to the above findings. The patterns found in the above findings were fairly consistent with
previous job satisfaction and employee performance studies. Studies on job satisfaction and efficiency of
employees have been inadequate in Bangladesh's public sector. The research highlighted the positive impact
of employee satisfaction on the performance of the company. On the basis of these findings, the preparation
and development of employees and of their working environment have the highest impact on their
performance. The data available to the employer have provided the organization's Human Resources
department with sufficient evidence to determine the best approaches to improve employee performance.
However, immediate approaches may not extend to long-term talent management goals, as the performance
of employees depends heavily upon skills, motivation, and opportunities that change rapidly with growth.

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