Please use this identifier to cite or link to this item:
Title: Quantitative measurable model of employee satisfaction index
Authors: Israwi, Shireen Al
Advisors: Semaan, Nabil 
Keywords: Motivation theories, Work satisfaction, Quantitative model, Multi-Attribute Utility Theory.
Issue Date: 2023
Organizations pay a great deal of attention to human resources (HR) motivation because it has a direct impact on the organization's growth. It has been observed that there is a correlation between the organization's motivation policy, the employment satisfaction of its employees, and the organization's success. Therefore, there is an imperative need to define and evaluate job satisfaction in human resources. Despite the fact that motivation theories are well-defined in management literature, there are no quantifiable mathematical methods for measuring job satisfaction. This study centers on a quantitative evaluation of job satisfaction in human resources. The ‘Quantitative Measure of Employee Satisfaction Index’ (QMESI) is a newly developed model. The QMESI model employs job satisfaction criteria found in the majority of motivation theories, specifically (i) up-skilling training, (ii) career development, (iii) performance enhancement, (iv) merit increase, (v) bonus structure, (vi) promotion criteria, (vii) team spirit enhancement, (viii) core hours, (ix) innovation initiatives, (x) dispute resolution procedures, and (xi) shared decision-making. The QMESI model then employs Multi-Criteria Decision Making (MCDM) techniques, specifically the Multi-Attribute Utility Theory (MAUT), to evaluate the utility functions and scores of criteria. In addition, the QMESI model employs the swaying weight method to evaluate criteria weights and the point allocation method to evaluate sub-criteria weights. The ‘Work Satisfaction – Index’ (WS-Index) is then evaluated. The model is applied to sixty-four (64) employees of a manufacturer in Lebanon, and the relevant data are collected. The model indicates that the ‘personal accomplishment’ criterion is the most essential with a weight of 34%, followed by the ‘company recognition’ criterion with a weight of 28%. In contrast, the ‘performance enhancement’ sub-criteria is the most crucial, followed by the ‘merit increase’ sub-criteria. It is determined that the WS-Index follows a normal distribution, with a mean of 67% and a standard deviation of 3%. Thus, it can be demonstrated that there is a 95% chance that local employees are satisfied with their employment to a degree between 64% and 70%. Analysis of Sensitivity indicates that changes in criterion weights between -30% and +30% of the original values affect the WS-Index by no more than 5%. This research is applicable to both enterprise administrators, particularly human resource managers, and academics, as it develops a quantitative model of employee job satisfaction.
Includes bibliographical references (p. 33-37)
Rights: This object is protected by copyright, and is made available here for research and educational purposes. Permission to reuse, publish, or reproduce the object beyond the personal and educational use exceptions must be obtained from the copyright holder
Ezproxy URL: Link to full text
Type: Thesis
Appears in Collections:UOB Theses and Projects

Show full item record

Record view(s)

checked on May 25, 2024

Google ScholarTM


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.