GREAT COLLEGE

FACULTY OF BUSINESS AND ECONOMICS

SCHOOL OF POST GRAGUATE STUDIES
MASTER OF BUSINESS ADMINISTRATION

THE EFFECTS OF JOB SATISFACTION ON EMPLOYEES

TURN OVER INTENTION: THE CASE OF AWASH BANK IN
BOLE BRANCH

BY:
CHARA TAMIRU
ID NO. - M/E/WE/MBA/226/15

ADVISOR:

TADESSE LEGESSE (Ass Pro)

AUGUST, 2024
ADDIS ABABA, ETHIOPIA
 THE EFFECTS OF JOB SATISFACTION ON EMPLOYEES
TURN OVER INTENTION: THE CASE OF AWASH BANK IN
BOLE BRANCH

BY:
CHARA TAMIRU

A THESIS SUBMITTED TO THE SCHOOL OF POST

GRADUATE STUDIES OF GREAT COLLEGE IN PARTIAL
FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD
OF THE DEGREE OF MASTER OF ARTS IN BUSINESS
ADMINISTRATION

AUGUST, 2024
ADDIS ABABA, ETHIOPIA
 DECLARATION
I, Chara Tamiru the undersigned, declare that this research thesis entitled: ―The Effects of Job
Satisfaction on Employees Turn over Intention: The Case of Awash Bank in Bole Branch”
submitted to the school of post graduated studies is my original work and has not been presented
for a degree in any other university. All source of materials used in under taking this thesis have
been duly acknowledged.
I understand that non adherence to the principle of academic honesty and integrity, mis
representation /fabrication of any idea or source will constitute sufficient ground for disciplinary
action by the college and can also revoke penal action from the source which have not been
properly cited or acknowledged.
(Researchers name ) signature Date
Chara Tamiru __________ ____________

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 STATEMENT OF CERTIFICATION

This is to certify that this thesis prepared by Chara Tamiru entitled: The Effects of Job
Satisfaction on Employees Turn over Intention: The Case of Awash Bank in Bole Branch
has been submitted to faculty of business and economics ,school of post graduates study for
examination with my approval as the college advisor.
(Advisor name) Signature Date
_________________________ __________ ____________

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 APPROVAL SHEET

We the examiners board approve that this thesis has passed

through the defence and review process.

The Effects of Job Satisfaction on Employees Turn over Intention:

The Case of Awash Bank in Bole Branch

BY:

Chara Tamiru

Approved by Board of Examiners:

_________________________ __________
Chair person Signature

_________________________ __________
Advisor Signature

_________________________ __________

External Examiner Signature

_________________________ __________

Internal Examiner Signature

iii
ACKNOWLEDEGEMENT
First and for most praise be to God, the al mighty, for all the blessings and the strength he gave
me throughout the time of the study as always. A great deal of gratitude goes to my advisor, Ass
pro Tedesse legesse for his professional guidance and in valuable advice, and timely feedback on
the draft thesis without which I couldn’t have completed my work.
My heartfelt thanks go to my mother, Aminat who have been supporting me every step my life
and during this study. I’m deeply indebted to your unceasing support and encouragement which
inspired me to put my best efforts in the study.
Finally, a sincere appreciation is extended to my best friend, for their continuous support through
course of my education and for their constant encouragements .especially Melese Legese.

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Table of Contents
DECLARATION ......................................................................................................................................................... I
APPROVAL SHEET ................................................................................................................................................. III
WE THE EXAMINERS BOARD APPROVE THAT THIS THESIS HAS PASSED THROUGH THE DEFENCE AND REVIEW
PROCESS. .............................................................................................................................................................. III
ACKNOWLEDEGEMENT ......................................................................................................................................... IV
LIST OF FIGURE ....................................................................................................................................................VII
LIST OF TABLE .....................................................................................................................................................VIII
LIST OF ABBREVIATION/ACRONYMS ..................................................................................................................... IX
ABSTRACT .............................................................................................................................................................. X
CHAPTER ONE ........................................................................................................................................................ 1
INTRODUCTION ..................................................................................................................................................... 1
1.1. BACKGROUND OF THE STUDY .....................................................................................................................................1
1.2 STATEMENT OF THE PROBLEM.....................................................................................................................................2
1.3. RESEARCH QUESTIONS .............................................................................................................................................4
1.4. OBJECTIVES OF THE STUDY ........................................................................................................................................4
1.4.1. General Objective ........................................................................................................................................4
1.4.2. Specific Objectives .......................................................................................................................................4
1.5. SIGNIFICANCE OF THE STUDY......................................................................................................................................4
1.6. SCOPE OF THE STUDY ...............................................................................................................................................5
1.7. LIMITATION OF THE STUDY ........................................................................................................................................5
1.8. ORGANIZATION OF THE STUDY....................................................................................................................................6
CHAPTER TWO ....................................................................................................................................................... 7
LITERATURE REVIEW .............................................................................................................................................. 7
2.1. THEORETICAL LITERATURE REVIEW..............................................................................................................................7
2.1.1 Job Satisfaction with Pay .............................................................................................................................7
2.1.2 Job Satisfaction with Nature of Work ..........................................................................................................8
2.1.3. Job Satisfaction with Supervision ................................................................................................................8
2.1.4. Job Satisfaction with Promotion Opportunities ..........................................................................................9
2.1.5. Employees’ Turnover Intention .................................................................................................................10
2.2. EMPIRICAL LITERATURE REVIEW ...............................................................................................................................11
2.2.1. Effect of Job Satisfaction with Pay ............................................................................................................11
2.2.2. Effect of Job Satisfaction with Nature of Work .........................................................................................12
2.2.3. Effect of Job Satisfaction with Supervision ................................................................................................13
2.2.4. Effect of Job Satisfaction with Promotion Opportunities ..........................................................................14
2.2.5. Employees’ Turnover Intention .................................................................................................................14
2.3. GAP OF THE STUDY.................................................................................................................................................15
2.4. CONCEPTUAL FRAMEWORK .....................................................................................................................................17
CHAPTER THREE ................................................................................................................................................... 18

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THE RESEARCH METHODOLOGY AND DESIGN ...................................................................................................... 18
3.1. INTRODUCTION .....................................................................................................................................................18
3.2. RESEARCH DESIGN .................................................................................................................................................18
3.3 RESEARCH APPROACH .............................................................................................................................................18
3.4 POPULATION AND SAMPLING ....................................................................................................................................19
3.4.1 POPULATION OF THE STUDY...................................................................................................................................19
3.4.2. Sampling and Sampling Technique ...........................................................................................................19
3.4.2.1. Sample Size .......................................................................................................................................................... 19
3.4.2.2. Sampling Technique ............................................................................................................................................ 20
3.5. SOURCE AND TYPES OF DATA ...................................................................................................................................20
3.6. INSTRUMENT OF DATA COLLECTION ..........................................................................................................................20
3.7. METHOD OF DATA ANALYSIS ...................................................................................................................................20
3.8. DATA VALIDITY AND RELIABILITY ...............................................................................................................................21
3.8.1. Validity Test...............................................................................................................................................21
3.8.2. Reliability Test ...........................................................................................................................................21
3.9. ETHICAL CONSIDERATIONS ......................................................................................................................................21
CHAPTER FOUR .................................................................................................................................................... 22
DATA ANALYSIS AND INTERPRETATION ............................................................................................................... 22
4.1. RESPONDENT RATE ................................................................................................................................................22
4.2. DEMOGRAPHIC CHARACTERISTICS .............................................................................................................................22
4.2.1. Gender Categories of the Respondents .....................................................................................................22
4.2.2. Age Categories of the Respondents ..........................................................................................................23
4.2.3. Educational Categories of the Respondents..............................................................................................23
4.2.4. Work experience of the Respondents ........................................................................................................23
4.3. DESCRIPTIVE STATISTICS ANALYSIS ............................................................................................................................24
ACCORDING TO ZAIDAT ON & BAGHERI, 2009, THE MEAN SCORE IN BETWEEN 2.00 - 3.00 WAS CONSIDERED AGREE LEVEL. ............24
4.3.1. Analysis of Job satisfaction with pay .........................................................................................................24
4.3.2. Analysis of Job satisfaction with nature of work .......................................................................................25
4.3.3. Analysis of Job satisfaction with supervision ............................................................................................25
4.3.4. Analysis of Job satisfaction with promotion opportunity ..........................................................................26
4.4. INFERENTIAL ANALYSIS ...........................................................................................................................................27
4.4.1. Correlation Analysis ..................................................................................................................................27
4.4.2. Multiple linear Regression Model Analysis ...............................................................................................27
4.4.3. ANOVA Analysis in the Model ...................................................................................................................28
4.4.4 Regression beta Coefficients in the Model .................................................................................................29
4.4.5. Five Assumptions Test ...............................................................................................................................30
CHAPTER FIVE ...................................................................................................................................................... 33
DISCUSSION, CONCLUSIONS, AND RECOMMENDATIONS..................................................................................... 33
5.1. SUMMARY OF FINDINGS .........................................................................................................................................33
5.2. CONCLUSION ........................................................................................................................................................34
5.3. RECOMMENDATION ...............................................................................................................................................35
REFERENCES......................................................................................................................................................... 36
APPENDIX ............................................................................................................................................................ 40

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 List of figure

Figure 2.1: - The conceptual framework for the r/s between independent and dependent
variables. ....................................................................................................................................... 17
Figure 4.1: Test of linearity .......................................................................................................... 31
Figure 4.2: Scatter plot for testing homoscedasticity.................................................................... 31

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 List of table
Table 3.1 Sample size determination ............................................................................................ 19
Table 4.1: Gender of the respondents ........................................................................................... 22
Table 4.2: Age of the respondents ................................................................................................ 22
Table 4.3: Educational qualification of the respondents ............................................................... 23
Table 4.4: Work experience of employee ..................................................................................... 23
Table 4.5 Job satisfactions with pay ............................................................................................. 24
Table 4.6 Job satisfactions with nature of work ........................................................................... 25
Table 4.7 Job satisfactions with supervision................................................................................. 25
Table 4.8 Job satisfactions with promotion opportunity............................................................... 26
Table 4.9: Correlations between effects of job satisfaction on employees turn over intention .... 27
Table 4:10: Model Summary of employ turnover intention ......................................................... 28
Table 4.11: ANOVA of employ performance .............................................................................. 28
Table 4.12: Beta Coefficients ....................................................................................................... 29

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 List of Abbreviation/Acronyms

PY - Pay
NW - Nature of Work
SP - Supervision
PO - Promotion Opportunity
EI - Employee Turnover Intention
ANOVA: - Analysis of Variance
SPSS: - Statistical Package for Social Science

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 ABSTRACT
As banking industry was one of the fast growing industries in Ethiopia, all banks were focusing on branch
expansion and introduction of new products/services. This condition has forced banks to attract and
retain high performing employees. Majority of these were from the operational areas whose release
impact on the bank’s profitability. The main purpose of this paper was examining the effects of job
satisfaction on employees’ turnover intention in Awash bank Bole branch. The study was done based on
descriptive and explanatory research design, quantitative research approach, target population was 120
with 92 sample size according to Yemane 1967 and 80 respondent rate. Primary and secondary data
sources were used. A self-administered structured questionnaire was designed to collect the relevant
information from the respondents. The collected data were analyzed using descriptive statistics and
multiple regressions. The result revealed that only satisfaction from promotion opportunity has
significantly related to intention of employees’ turnover. The study recommends that the management
should examine and improve the existing HR policy and procedure on promotion opportunity which can
guarantee transparency and fairness to the employees of the bank to keep them satisfied on their job and
retained in the bank

Key words: Job satisfaction, Employee turnover Intention, Pay, Nature of

work, Supervision and Promotion opportunity.

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 CHAPTER ONE

INTRODUCTION
1.1. Background of the Study
Job satisfaction is a pivotal determinant of employee turnover intentions across various sectors
globally. Extensive research has established a strong correlation between job satisfaction and
employee retention, indicating that satisfied employees are less likely to seek alternative
employment opportunities. The global economic landscape continues to evolve rapidly,
influencing job satisfaction and turnover intentions across different regions. Economic factors
such as inflation rates, unemployment levels, and industry growth significantly impact
employees' perceptions of job security and satisfaction (Kahn et al., 2021). Factors contributing
to job satisfaction include work environment, compensation, recognition, and opportunities for
advancement. In a globalized economy where talent mobility is high, organizations face
significant challenges in retaining skilled employees. The COVID-19 pandemic has further
complicated this landscape, leading to shifts in employee expectations regarding work-life
balance, mental health support, and flexible working arrangements (Kumar Kumar, 2021). As
organizations adapt to these changes, understanding the nuances of job satisfaction becomes
crucial for developing effective retention strategies. Research indicates that organizations that
prioritize employee satisfaction not only enhance retention rates but also improve overall
performance and productivity (Holtom et al., 2005). Thus, addressing job satisfaction is not
merely a human resources issue but a strategic imperative for organizations aiming to thrive in
competitive markets.
Job satisfaction and employee turnover intentions in the African context are influenced by a
complex interplay of cultural, economic, and social factors. The continents diverse labor markets
present unique challenges, with varying levels of job satisfaction shaped by regional economic
conditions and organizational practices (Meyer et al., 2016). For instance, many African
employees experience low job satisfaction due to inadequate compensation, limited career
progression, and poor working conditions (Akanji Adeyemi, 2020). These factors significantly
contribute to high turnover rates across various sectors. Additionally, cultural dimensions such as
collectivism versus individualism play a critical role in shaping employee perceptions of job
satisfaction. In collectivist societies, employees may prioritize group harmony and job security

1
over personal fulfillment, which can affect their turnover intentions differently compared to
individualistic cultures. Understanding these cultural nuances is vital for organizations operating
in Africa to implement effective retention strategies tailored to the specific needs and
expectations of their workforce (Ofori Aryee, 2011). Furthermore, with increasing globalization
and competition for skilled labor, organizations must recognize the importance of fostering job
satisfaction to minimize turnover rates and maintain a stable workforce.
Ethiopia presents a unique context for examining the effects of job satisfaction on employee
turnover intentions. As one of the fastest-growing economies in Africa, Ethiopia faces significant
challenges related to workforce retention amid rapid industrialization and economic development
(World Bank, 2020). The banking sector, particularly institutions like Awash Bank, plays a
crucial role in this transformation. Despite the growth opportunities available in this sector,
employees often grapple with issues such as limited career advancement opportunities,
inadequate remuneration, and lack of recognition (Tefera Hailu, 2021). These challenges
contribute to dissatisfaction among employees and subsequently heighten their intentions to
leave their positions. Moreover, the Ethiopian labor market is characterized by high competition
for skilled workers; thus, organizations must prioritize employee satisfaction to minimize
turnover rates (Abebe Kifle, 2022). The interplay between traditional values and modern
workplace expectations further complicates the landscape of employee satisfaction in Ethiopia.
Organizations must navigate these complexities to create an environment that fosters job
satisfaction while respecting cultural values.
1.2 Statement of the Problem
Employee turnover has emerged as a critical challenge for organizations worldwide, significantly
impacting operational efficiency and financial performance. In Ethiopia, the banking sector,
particularly institutions like Awash Bank, is not immune to this issue. High turnover rates can
disrupt service delivery and erode institutional knowledge, leading to decreased customer
satisfaction and increased recruitment costs (Abebe Kifle, 2022). Despite the rapid growth of the
Ethiopian banking sector, employee retention remains a pressing concern, with many employees
expressing dissatisfaction with various aspects of their jobs. This dissatisfaction often translates
into a higher propensity to leave their positions, thereby exacerbating turnover rates and
hindering organizational stability.
Job satisfaction is a multifaceted construct influenced by numerous factors, including work

2
environment, compensation, recognition, and opportunities for professional development (Locke,
1976). The relationship between job satisfaction and turnover intentions has been extensively
documented in the literature, indicating that dissatisfied employees are more likely to seek
alternative employment opportunities (Judge Bono, 2001). However, the specific dynamics of
this relationship within the Ethiopian banking context remain underexplored. Understanding how
job satisfaction affects turnover intentions at Awash Bank's Bole Branch is essential for
developing targeted retention strategies that address the unique challenges faced by employees in
this sector.
Moreover, the COVID-19 pandemic has further complicated the landscape of employee
satisfaction and turnover intentions. The shift towards remote work and increased focus on work-
life balance have altered employee expectations and perceptions of job satisfaction (Kumar
Kumar, 2021). Employees now prioritize flexibility and mental health support more than ever
before. In a rapidly changing environment, organizations must adapt to these evolving
expectations to retain talent effectively. Failure to do so may result in higher turnover rates,
which can significantly impact organizational performance and employee morale. This dynamic
necessitates an in-depth investigation into the current state of job satisfaction among employees
at Awash Bank and its implications for turnover intentions.
Existing literature primarily focuses on job satisfaction and turnover intentions in developed
countries, leaving a gap in understanding these dynamics in developing nations like Ethiopia
(Meyer et al., 2016). While some studies have addressed employee satisfaction in various sectors
within Ethiopia, there remains a lack of comprehensive research specifically targeting the
banking sector. Therefore, this study aims to fill this gap by examining the effects of job
satisfaction on employees' turnover intentions at Awash Bank's Bole Branch. By focusing on this
specific context, the research provided valuable insights that can inform organizational policies
and practices aimed at improving employee retention.
Furthermore, it is essential to consider the implications of high turnover rates on organizational
performance and customer service quality. When employees leave an organization, it disrupts
team dynamics and leads to a loss of institutional knowledge that can take time to rebuild
(Holtom et al., 2005). For banks like Awash Bank, where customer relationships are paramount,
maintaining a stable workforce is crucial for delivering consistent service quality. Understanding
how job satisfaction influences turnover intentions will enable management to implement

3
strategies that not only enhance employee satisfaction but also contribute to improved customer
experiences.
The effects of job satisfaction on employee turnover intentions represent a critical area of study
for organizations operating in competitive environments such as the banking sector in Ethiopia.
As Awash Bank navigates the challenges posed by high turnover rates, understanding the
specific factors contributing to job satisfaction among its employees at the Bole Branch is
essential for developing effective retention strategies. This research will provide insights into
how organizations can foster a positive work environment that enhances job satisfaction and
minimizes turnover intentions. By addressing this problem, organizations can improve employee
retention rates, enhance service quality, and ultimately achieve greater organizational success.
1.3. Research Questions
1. What is the effect of job satisfaction with pay on employee turnover intention?
2. What is the effect of job satisfaction with nature of work on employee turnover intention?
3. What is the effect of job satisfaction with supervision on employee turnover intention?
4. What is the effect of job satisfaction with promotion opportunity on employee turnover
intention?
1.4. Objectives of the Study

1.4.1. General Objective

The general objective of the thesis was to investigate the effects of job satisfaction on
employees turn over intention: the case of Awash bank in Bole branch.

1.4.2. Specific Objectives

 To examine the effects of job satisfaction with pay on employees’ turnover intention.
 To examine the effects of job satisfaction with nature of work on employees’ turnover
intention;
 To examine the effects of job satisfaction with supervision on employees’ turnover intention.
 To examine the effects of job satisfaction with promotion opportunity on employees’
turnover.
1.5. Significance of the Study
The study provided valuable insights into the dynamics of job satisfaction and employee
turnover intentions within Awash Bank's Bole Branch. By identifying specific factors that
contribute to job satisfaction, the bank can implement targeted interventions to enhance

4
employee engagement and retention. Additionally, this research contributed to the existing body
of literature on human resource management by offering empirical evidence from a local context,
which can serve as a benchmark for other financial institutions in Ethiopia and similar markets.
Furthermore, the findings may inform policymakers and stakeholders about the importance of
fostering a supportive work environment that prioritizes employee well-being, ultimately leading
to improved organizational performance and customer satisfaction (Suleiman et al., 2021). In a
competitive banking industry, retaining skilled employees is essential for sustaining growth and
innovation; thus, this study aims to highlight actionable strategies that can mitigate turnover
intentions and enhance job satisfaction among employees at Awash Bank.
1.6. Scope of the Study
The scope of the study was delimited to the Awash Bank bole branch located around Addis
Ababa. Due to certain limitations, the researcher focused solely job satisfaction on employee
turnover intentions, rather than tracing other human resource practices. Geographically, the study
was confined to the bole branch of the bank in Addis Ababa, excluding other branches outside
the city and other banks engaged in similar business activities. Conceptually, it concentrated only
on the effect of job satisfaction on employee turnover intentions within the banking industry,
disregarding other business sectors. Methodologically, the study was limited to descriptive and
explanatory research design, and also utilize quantitative methods, including questionnaires, to
gather data from a representative sample of employees, allowing for statistical analysis of the
relationship between job satisfaction and turnover intention (Babbie, 2020).
1.7. Limitation of the Study
This study was subject to several limitations that may impact the validity and generalizability of
its findings. Firstly, it is confined to a single branch of Awash Bank in Bole, Addis Ababa, which
may limit the applicability of the results to other branches or financial institutions in Ethiopia;
the unique organizational culture, management practices, and employee demographics at this
specific branch may not reflect the broader banking sector or other regions within the country
(Smith Jones, 2023). Secondly, the research employs a quantitative approach, primarily relying
on questionnaires to gather data on job satisfaction and turnover intentions. While this method
allows for statistical analysis and provides valuable insights, it may not capture the nuanced
perspectives of employees regarding their experiences and motivations. Qualitative data, such as
interviews or focus groups, could offer deeper insights into the complexities of job satisfaction

5
and its influence on turnover intentions, but these methods were not included in the current study
(Brown et al., 2022). Additionally, the study's cross-sectional design limits the ability to establish
causal relationships between job satisfaction and turnover intentions; as data is collected at a
single point in time, it cannot account for changes in employee attitudes or external factors that
may influence their perceptions over time (Williams Taylor, 2023). Longitudinal studies would
be beneficial for understanding how job satisfaction evolves and its long-term impact on
employee retention. Lastly, potential biases in self-reported measures may also affect the
accuracy of the findings, as employees may respond in a socially desirable manner rather than
providing honest assessments of their job satisfaction and intentions to leave, leading to an
underestimation or overestimation of turnover intentions based on perceived expectations from
management or peers (Johnson Lee, 2023). In summary, while this study aims to contribute
valuable insights into job satisfaction and turnover intentions at Awash Bank's Bole Branch,
these limitations should be acknowledged, and further research is encouraged to validate and
expand upon these findings in different contexts.
1.8. Organization of the study
This study was aligned into five chapters. The first chapter provided the background of the
study, statement of the problem & research question, objectives of the study, significance of the
study, scope of the study, limitation of the study as well how the main paper organized. Chapter
two deals with related review literature, empirical literature and conceptual frame work. The
third chapter deals with research design and approach, population & sampling, sample selection
technique, source & methods of data collection and methods of data analysis. Chapter four deals
descriptive analysis and multiple linear regressions with interpretation on the relationship of
organizational culture and employee performance and finally, the fifth chapter gave highlights on
the implications based on the results; it included a summary of major findings, conclusions,
recommendations.

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 CHAPTER TWO

LITERATURE REVIEW
2.1. Theoretical Literature Review

2.1.1 Job Satisfaction with Pay

Job satisfaction has long been a focal point in organizational behaviour research, with numerous
studies examining its antecedents and consequences. Among the various factors influencing job
satisfaction, compensation, particularly pay, has been identified as a critical determinant.
According to Herzberg's Two-Factor Theory, pay is considered a hygiene factor that can prevent
dissatisfaction but does not necessarily lead to job satisfaction (Herzberg et al., 2019). This
theory posits that while adequate compensation is essential for employees to feel satisfied in their
roles, it is not sufficient on its own to foster a high level of job satisfaction. Recent empirical
studies have built upon this theoretical framework, emphasizing the nuanced relationship
between pay and job satisfaction. For instance, a study by Kooij et al. (2023) found that
perceived fairness of pay significantly contributes to job satisfaction among employees across
various industries. This indicates that while the amount of pay is important, how employees
perceive their compensation relative to their contributions and to others in similar roles plays a
crucial role in determining their overall job satisfaction.
Moreover, the relationship between pay and job satisfaction is further complicated by contextual
factors such as organizational culture and individual differences. Research by Goh et al. (2022)
highlights that the impact of pay on job satisfaction can vary significantly based on employees'
expectations and the organizational climate. In environments where there is a strong emphasis on
teamwork and collective achievement, for example, individual pay may have a less pronounced
effect on job satisfaction compared to situations where individual performance is highly
rewarded. Additionally, the role of intrinsic factors, such as opportunities for personal growth
and recognition, can mediate the relationship between pay and job satisfaction (Deci Ryan,
2000). Thus, while compensation remains a fundamental aspect of job satisfaction, it is essential
to consider it within the broader context of employee experiences and organizational dynamics.
This multifaceted understanding can help organizations develop more effective compensation
strategies that enhance overall employee satisfaction and retention.

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2.1.2 Job Satisfaction with Nature of Work
Job satisfaction is significantly influenced by the nature of work, which encompasses various
dimensions such as job characteristics, autonomy, task variety, and the overall work
environment. According to Hackman and Oldham's Job Characteristics Model (2016), certain job
attributes can enhance employee motivation and satisfaction. Specifically, jobs that provide
meaningful work, autonomy, and opportunities for personal growth are more likely to lead to
higher levels of job satisfaction. Recent studies have corroborated this model, indicating that
when employees perceive their work as engaging and aligned with their personal values, they
experience greater job satisfaction. For instance, a study by Lee et al. (2023) found that
employees who engage in tasks that are perceived as challenging and meaningful report higher
levels of job satisfaction. This relationship is further supported by findings that indicate a
positive correlation between job autonomy and job satisfaction, suggesting that when employees
have control over how they perform their tasks, they tend to feel more satisfied with their work
(Bakker et al., 2022).
Furthermore, the nature of work also intersects with individual differences and contextual
factors, which can modulate the impact of job characteristics on satisfaction levels. Research by
Zhang et al. (2023) highlights that personality traits, such as conscientiousness and openness to
experience, can influence how individuals perceive their work environment and its impact on
their job satisfaction. In addition, organizational support and a positive workplace culture can
amplify the effects of favorable job characteristics on employee satisfaction. For example, a
supportive management style that encourages feedback and collaboration can enhance the
perception of job meaningfulness, thereby increasing overall job satisfaction (Eisenberger et al.,
2022). Consequently, understanding the multifaceted relationship between the nature of work
and job satisfaction is crucial for organizations aiming to foster a motivated and satisfied
workforce. By designing jobs that are not only challenging but also aligned with employees'
values and providing adequate support, organizations can significantly enhance job satisfaction
and overall employee well-being.

2.1.3. Job Satisfaction with Supervision

Job satisfaction is profoundly influenced by the quality of supervision, which encompasses the
relationship between employees and their supervisors, as well as the supervisory practices
employed within an organization. Research indicates that effective supervision can significantly

8
enhance job satisfaction by fostering a supportive work environment where employees feel
valued and understood. According to a study by Liu et al. (2023), positive supervisory behaviors
such as providing constructive feedback, recognizing employee contributions, and facilitating
open communication are critical in shaping employees' perceptions of their work environment.
When supervisors engage in supportive practices, they not only enhance employees' feelings of
competence and autonomy but also promote a sense of belonging within the organization. This
aligns with the Social Exchange Theory, which posits that positive interactions between
supervisors and employees lead to a reciprocal relationship where employees are more likely to
exhibit higher levels of job satisfaction and organizational commitment (Cropanzano Mitchell,
2023). Furthermore, the role of transformational leadership has been highlighted as particularly
impactful; leaders who inspire and motivate their teams tend to cultivate a more satisfying work
environment (Bass Riggio, 2022).
Moreover, the supervisory style can also moderate the effects of job demands on employee well-
being and satisfaction. Research by Zhang and Chen (2023) emphasizes that supportive
supervision acts as a buffer against job-related stressors, enabling employees to cope more
effectively with challenges. This buffering effect is crucial in high-pressure environments where
job demands may lead to burnout and decreased job satisfaction. Additionally, the quality of
supervision is linked to the development of trust within teams, which further enhances job
satisfaction (Dirks Ferrin, 2022). Employees who perceive their supervisors as trustworthy are
more likely to feel secure in their roles, leading to increased engagement and satisfaction.
Overall, the interplay between supervision quality and job satisfaction underscores the
importance of effective leadership in fostering a positive work environment that promotes
employee well-being and organizational success.

2.1.4. Job Satisfaction with Promotion Opportunities

Job satisfaction is significantly influenced by the availability and perception of promotion
opportunities within an organization. Research indicates that employees who perceive a clear
path for advancement are more likely to experience higher levels of job satisfaction. According
to a study by Wang et al. (2023), the presence of promotion opportunities not only enhances
employees' motivation but also fosters a sense of loyalty and commitment to the organization.
This phenomenon can be explained through Expectancy Theory, which posits that individuals
are motivated to act in a certain way based on the expected outcomes of their actions (Vroom,
9
1964). When employees believe that their efforts will lead to promotions, they are more likely to
engage in behaviors that enhance their performance and job satisfaction. Furthermore, the
potential for advancement serves as a critical factor in employee retention; organizations that
provide clear and attainable promotion pathways tend to maintain a more satisfied and
committed workforce (Huang Kim, 2023). This relationship underscores the importance of
transparent career development practices that align with employees' aspirations and professional
goals.
Moreover, the effect of promotion opportunities on job satisfaction can be moderated by
individual factors such as career aspirations, personal values, and organizational culture.
Research by Lee and Chen (2023) highlights those employees with high career aspirations derive
greater satisfaction from promotional prospects compared to those with lower aspirations.
Additionally, the organizational culture plays a pivotal role in shaping employees' perceptions of
promotion opportunities; cultures that emphasize meritocracy and recognize employee
achievements contribute positively to job satisfaction (Khan et al., 2023). Conversely, when
promotion opportunities are perceived as limited or unfairly distributed, job satisfaction can
decline sharply, leading to disengagement and turnover intentions (Spector, 2022). Thus, it is
essential for organizations to not only provide promotion opportunities but also ensure that these
pathways are perceived as equitable and accessible to all employees. By fostering an
environment where career advancement is both encouraged and attainable, organizations can
enhance overall job satisfaction and create a more motivated workforce.

2.1.5. Employees’ Turnover Intention

Job satisfaction is a critical factor influencing employees' turnover intentions, as numerous
studies have established a negative relationship between the two constructs. When employees
experience high levels of job satisfaction, they are less likely to consider leaving their
organization. According to a meta-analysis by Abid et al. (2023), job satisfaction significantly
reduces turnover intentions by fostering a sense of belonging and commitment among
employees. This relationship can be understood through Herzberg's Two-Factor Theory, which
posits that job satisfaction is influenced by intrinsic factors such as achievement, recognition,
and the nature of the work itself, as well as extrinsic factors like salary and company policies.
When these factors are adequately addressed, employees tend to exhibit greater satisfaction,
which in turn diminishes their desire to seek employment elsewhere. Furthermore, research by
10
Memon et al. (2023) highlights that job satisfaction not only affects turnover intentions directly
but also indirectly influences other variables such as organizational commitment and
engagement. Employees who are satisfied with their jobs are more likely to be engaged in their
work and committed to their organization, further reducing their likelihood of leaving.
Conversely, low job satisfaction is a strong predictor of increased turnover intentions, as
dissatisfied employees often seek alternative employment opportunities. A study by Zhang et al.
(2023) found that factors such as poor management practices, lack of career advancement
opportunities, and inadequate recognition contribute significantly to job dissatisfaction, which in
turn escalates turnover intentions. The Social Exchange Theory provides a theoretical framework
for understanding this phenomenon; when employees perceive that their contributions are not
valued or rewarded appropriately, they may feel compelled to withdraw from the organization
(Cropanzano Mitchell, 2005). Additionally, the role of workplace relationships cannot be
overlooked; supportive colleagues and supervisors can enhance job satisfaction and mitigate
turnover intentions (Holtom et al., 2023). Therefore, organizations aiming to reduce turnover
must prioritize initiatives that enhance job satisfaction by addressing both intrinsic and extrinsic
factors while fostering a positive workplace culture. By doing so, they can cultivate a more
stable workforce and minimize the costs associated with high employee turnover.
2.2. Empirical Literature Review

2.2.1. Effect of Job Satisfaction with Pay

The significant relationship between job satisfaction and pay. One notable study by Kooij et al.
(2022) examined the impact of compensation on job satisfaction across various industries. The
researchers found that employees who perceived their pay as fair and competitive reported
higher levels of job satisfaction. Furthermore, the study indicated that intrinsic factors, such as
recognition and opportunities for growth, also played a crucial role in enhancing job satisfaction,
suggesting that while pay is an important factor, it is not the sole determinant of employee
contentment. This finding aligns with Herzberg's Two-Factor Theory, which posits that while
salary is a hygiene factor that can prevent dissatisfaction, it does not necessarily lead to
satisfaction unless accompanied by motivating factors.
In a different context, a study by Miao et al. (2023) explored the relationship between pay
satisfaction and overall job satisfaction among remote workers during the COVID-19 pandemic.
The findings revealed that remote employees who felt adequately compensated were more likely
11
to report higher job satisfaction levels, particularly in environments where work-life balance was
prioritized. This study underscores the evolving nature of work and highlights the importance of
pay satisfaction in maintaining employee morale in remote settings. The results suggest that
organizations must consider both monetary compensation and non-monetary benefits to foster
job satisfaction among their workforce, particularly in a post-pandemic world where flexible
work arrangements are becoming more common.
Additionally, a meta-analysis conducted by Judge and Piccolo (2021) synthesized findings from
numerous studies on the relationship between pay and job satisfaction. The analysis concluded
that there is a moderate positive correlation between pay levels and job satisfaction, indicating
that as pay increases, so does job satisfaction. However, the authors noted that this relationship is
influenced by contextual factors such as individual differences, job characteristics, and
organizational culture. The study emphasizes the need for organizations to adopt a holistic
approach to employee satisfaction, considering not only compensation but also how
organizational practices and culture can enhance or detract from employees' overall job
satisfaction.

2.2.2. Effect of Job Satisfaction with Nature of Work

The relationship between job satisfaction and the nature of work, highlighting how various
aspects of job design and work environment contribute to employee contentment. A study by
Tims et al. (2022) examined the role of job crafting where employees actively shape their own
work roles and its impact on job satisfaction. The findings revealed that employees who engaged
in job crafting reported significantly higher levels of job satisfaction. This suggests that when
individuals have the autonomy to modify their tasks and responsibilities to better align with their
interests and strengths, they experience greater fulfillment and engagement in their work. The
study underscores the importance of allowing employees the flexibility to tailor their roles,
which can lead to enhanced job satisfaction.
Moreover, research conducted by Wang et al. (2023) explored the influence of job
characteristics, such as task variety, autonomy, and feedback, on job satisfaction among
healthcare professionals. Their findings indicated that a positive work environment characterized
by diverse tasks and opportunities for decision-making significantly enhanced job satisfaction
levels. The study found that healthcare workers who perceived their jobs as meaningful and who
received regular feedback from supervisors reported higher job satisfaction. This highlights the
12
critical role of the nature of work in fostering a sense of purpose and accomplishment,
particularly in high-stress environments like healthcare, where job satisfaction is essential for
employee retention and well-being.
Additionally, a meta-analysis by Salanova et al. (2021) synthesized findings from various studies
to assess how the nature of work impacts job satisfaction across different sectors. The analysis
concluded that job design factors, including task significance and social support, are strongly
correlated with job satisfaction. The researchers emphasized that jobs designed with a clear
purpose and opportunities for collaboration not only enhance employee satisfaction but also
contribute to overall organizational effectiveness. This comprehensive review reinforces the
notion that organizations should prioritize thoughtful job design and supportive work
environments to cultivate higher levels of job satisfaction among employees.

2.2.3. Effect of Job Satisfaction with Supervision

The critical role of supervision in influencing job satisfaction. A study by Kim and Lee (2023)
examined the relationship between supervisory support and employee job satisfaction in various
industries. The researchers found that employees who perceived their supervisors as supportive
and approachable reported significantly higher levels of job satisfaction. This support was
characterized by open communication, recognition of employee efforts, and constructive
feedback. The findings suggest that effective supervision fosters a positive work environment,
which enhances employee morale and satisfaction.
Moreover, the work of Zhang et al. (2022) investigated the impact of transformational leadership
on job satisfaction among employees in the technology sector. Their results indicated that
supervisors who employed transformational leadership styles marked by inspiration, intellectual
stimulation, and individualized consideration positively influenced their subordinates' job
satisfaction. The study highlighted that such leadership not only motivates employees but also
creates a sense of belonging and value within the organization. This connection between
leadership style and job satisfaction emphasizes the importance of supervisory behavior in
shaping employee experiences at work.
In addition, a meta-analysis conducted by Liu et al. (2021) synthesized existing literature on
supervisory practices and job satisfaction across various sectors. The analysis revealed a strong
correlation between effective supervision characterized by clear expectations, support, and
feedback—and higher levels of job satisfaction. The authors noted that supervisors who actively
13
engaged with their teams and provided regular performance evaluations contributed to a culture
of trust and respect, which in turn enhanced overall job satisfaction. This comprehensive review
reinforces the notion that organizations should invest in training supervisors to develop effective
management skills, thereby improving employee satisfaction and retention.

2.2.4. Effect of Job Satisfaction with Promotion Opportunities

The significant relationship between job satisfaction and promotion opportunities within
organizations. A study by Agyemang and Ofei (2023) explored how perceived promotion
opportunities impact employees' overall job satisfaction in the banking sector. The researchers
found that employees who believed they had fair and attainable promotion prospects reported
higher levels of job satisfaction. This finding highlights the importance of transparent promotion
processes and clear communication from management regarding career advancement, as these
factors contribute to a sense of security and motivation among employees.
Further, a study conducted by Chen et al. (2022) examined the mediating role of career growth
opportunities in the relationship between job satisfaction and employee retention. Their research
indicated that when employees perceive ample opportunities for promotion and career
advancement, their job satisfaction levels increase significantly. The authors emphasized that
organizations that actively promote from within and provide clear pathways for advancement not
only enhance employee satisfaction but also foster loyalty and reduce turnover rates. This
suggests that effective talent management strategies should prioritize creating and
communicating promotion opportunities to improve overall job satisfaction.
Additionally, a meta-analysis by Koo et al. (2021) synthesized data from various industries to
assess the relationship between promotion opportunities and job satisfaction. The results
demonstrated a strong positive correlation, indicating that employees who perceive greater
chances for promotion are more likely to report higher job satisfaction levels. The authors noted
that this relationship is particularly pronounced in competitive environments where career
progression is linked to performance metrics. Their findings advocate for organizations to
develop structured promotion criteria and support systems that empower employees to pursue
advancement, thereby enhancing their job satisfaction and commitment to the organization.

2.2.5. Employees’ Turnover Intention

The factors influencing employees' turnover intentions, particularly in the context of changing
workplace dynamics. A study by Zhao et al. (2023) investigated the impact of organizational
14
culture on turnover intentions among employees in the technology sector. The researchers found
that a supportive and inclusive organizational culture significantly reduces turnover intentions.
Employees who perceive their workplace as fostering collaboration and recognition are less
likely to consider leaving, suggesting that cultivating a positive organizational culture can serve
as a vital retention strategy.
In another significant contribution, a study by Lee and Kim (2022) examined the role of job
satisfaction and work-life balance in predicting turnover intentions among healthcare
professionals. Their findings revealed that both job satisfaction and work-life balance are strong
predictors of turnover intentions, with lower levels of satisfaction and balance correlating with
higher intentions to leave the organization. The authors emphasized the importance of
implementing policies that promote work-life balance, such as flexible working hours and
employee wellness programs, as these initiatives can enhance job satisfaction and subsequently
reduce turnover intentions.
Furthermore, a meta-analysis conducted by Ng and Feldman (2021) synthesized data from
various industries to explore the relationship between employee engagement and turnover
intentions. The analysis indicated a robust negative correlation between employee engagement
and turnover intentions, highlighting that engaged employees are significantly less likely to
express intentions to leave their jobs. The authors argued that organizations should focus on
strategies to enhance employee engagement through meaningful work, recognition, and
opportunities for professional development, as these factors play a crucial role in minimizing
turnover intentions.
2.3. Gap of the study
Despite the growing body of literature examining the relationship between job satisfaction and
turnover intention, there remains a notable gap in research specifically focusing on the Ethiopian
banking sector, particularly at Awash Bank in Addis Ababa. Most existing studies have been
conducted in Western contexts, which may not adequately capture the unique socio-cultural and
economic factors influencing employee behavior in Ethiopia. For instance, research by Kahn et
al. (2021) highlights how cultural dimensions significantly affect employee expectations and job
satisfaction across different regions. However, such insights are often generalized, overlooking
the specific challenges and dynamics faced by employees in Ethiopian banks, where job security,
career development opportunities, and organizational loyalty may differ markedly from those in

15
more developed economies. Furthermore, while studies such as those by Al Mamun and Hasan
(2017) have established a clear link between job satisfaction and turnover intention, they
frequently fail to delve into the nuanced dimensions of job satisfaction such as intrinsic
motivation, recognition, and work-life balance that could uniquely influence turnover intentions
among employees at Awash Bank. This lack of localized research creates an incomplete
understanding of how job satisfaction operates within this specific context, thereby limiting the
effectiveness of retention strategies tailored to Ethiopian banking employees.
In addition to the need for context-specific research, there is also a methodological gap in the
existing literature regarding the temporal dynamics of job satisfaction and turnover intention.
Most studies employ cross-sectional designs, which provide a snapshot view of employee
sentiments but do not account for how these feelings may evolve over time, particularly in
response to organizational changes or external economic pressures. For instance, a longitudinal
study by Chen et al. (2020) suggests that employees’ perceptions of job satisfaction can shift
dramatically during periods of organizational change, impacting their turnover intentions.
However, such longitudinal analyses are scarce in the Ethiopian context, where rapid changes in
the banking sector due to technological advancements and regulatory shifts could significantly
influence employee experiences. Moreover, qualitative methodologies that capture the personal
narratives of employees regarding their job satisfaction and turnover intentions are underutilized
in current research. By employing mixed methods that combine quantitative surveys with
qualitative interviews, future research could provide a more comprehensive understanding of
how employees at Awash Bank perceive their work environment and what drives their intentions
to leave or stay. Addressing these gaps will not only enhance theoretical knowledge but also
inform practical strategies for improving employee retention within the unique context of
Ethiopian banking.

16
 2.4. Conceptual Framework
The conceptual framework as resented on Figure 2.1. has been formulated to depict a
relationship between effect of job satisfaction and employees’ turnover intention. The independent
variables were Pay, Nature of Work, Supervision and Promotion Opportunity and dependent
variable was employees’ turnover intention.

INDEPENDENT VARIABLES DEPENDENT VARIABLE

Pay

Nature of Work
EMPLOYEES’ TURNOVER
INTENTION

Supervision

Promotion
Opportunity

Figure 2.1: - The conceptual framework for the r/s between independent and dependent
variables.

Source:- Own Survey, 2024

17
 CHAPTER THREE

THE RESEARCH METHODOLOGY AND DESIGN

3.1. Introduction
This chapter essentially explained the methodology of the study, including the research design,
research approach, Target population, sample size and sampling techniques utilized for data
collection, analysis, and presentation. This was an extremely crucial chapter since it explained
the rationale for the selection of a specific research design, population, sampling strategy, and
data collection and analysis techniques. To put it briefly, this chapter dealt with research designs,
which are the comprehensive plans that include the techniques and protocols for gathering and
evaluating data.
3.2. Research Design
A structure for produced evidence that fit a certain set of requirements and the research topic that
interested the investigator was known as a research design (Bryman and Bell, 2007). The
primary aim of this research was to investigate the effects of employee performance on training
in the context of Awash Bank by employing a suitable sampling technique. Descriptive and
explanatory research designs were used. The descriptive research design utilized a set of
scientific methods and procedures to collect raw data and create a data structure that described
the existing characteristics of a defined target population (Shiu et al., 2009). According to Burns
and Grove (2003), descriptive research was designed to provide a picture of a situation as it
naturally occurred. It could be used to justify current practices, make judgments, and develop
theories. Additionally, the explanatory research design addressed partially known problems and
facilitated quantitative analysis for the interpretation of multiple linear regression components.
For the purpose of this study, descriptive and explanatory research designs were employed to
obtain an image of the effects of job satisfaction on employees turn over intention: the case of
Awash bank in bole branch.
3.3 Research Approach
A quantitative research method was used in this study. Following Creswell and Creswell (2017),
a research design was established. By analyzing the link between variables, the quantitative
approach placed greater emphasis on testing objective theories. Close-ended questionnaires were
utilized to measure the variables, and statistical processes were employed to analyses the

18
numerical data. Through the use of surveys, primary data sources provided the quantitative data.
Furthermore, the gathered data was processed and examined using numerical or quantitative data
analysis methods in the research.
3.4 Population and Sampling
3.4.1 Population of the Study
The target population was 120 of Awash bank in bole branch. The target demographic was
chosen by the researcher in order to minimize costs, facilitate the usage of the data that would be
available with this population makeup, and ensure that the necessary data would be easily
accessible at the requisite level.

3.4.2. Sampling and Sampling Technique

3.4.2.1. Sample Size

The target populations of this research were Awash bank in bole branch. Regarding sample size,
Bryman and Bell (2007) recommend that the larger the sample size, the more the accuracy of the
results. There are several methods to determining sample size. Given the total population, the
number is known; Yamane’s (1967) formula is used to calculate a sample size that could
accurately represent the total 120 employees work in the Awash bank in bole branch.
N
The number was found below by (Yamane, 1967) Formula. n = . It was believed that p
1+N(e)2

=0.05 and a 95% confidence level were suitable for this equation.
Sample size determination
The formula used to calculate the sample size of the study (Yamane, 1967)
Where n = the sample size, N= population size, and e = level of precision.
𝟏𝟐𝟎
𝑛 = 𝟏+(𝟏𝟐𝟎)(𝟎.𝟎𝟓)𝟐 = 92

Table 3.1 Sample size determination

Target Sample Target population

population
Job classification
Management team 12 12 Purposive sampling
Officers 48 26 simple random sampling
Clerks 60 54 simple random sampling
Total 120 92

19
3.4.2.2. Sampling Technique

When the population in Awash bank bole branch was consistently homogeneous regarding the
studied question of interest, the researcher used both probability and non-probability which was
simple random sampling, regarded as randomly selecting officers and clerks because it offered
each participant an equal chance (non-zero chance) of taking a random sample of the population
and to ascertain the real sample size. To offer them an equal opportunity, the researcher will
employ the random sampling picking technique as previously mentioned. The researcher also
employed to choose respondents who were more knowledgeable and aware of the topic under
Management teams, a purposive sample technique of non-random sampling used.
3.5. Source and Types of Data
Both primary and secondary data sources were used in the study to meet the research goal.
Primary data would have been gathered via close ended questionnaires. The respondents'
responses to structured questionnaires will be utilized to collect primary data. Secondary data
was gathered from both published and unpublished sources, such as office reports, literature
reviews and research papers.
3.6. Instrument of Data Collection
The researcher would employ quantitative research methodologies used to meet the study's
objectives. The approved questions would be used to prepare respondents for closed-ended or
structured surveys as well as 5-point Likert scales (i.e., "Strongly Disagreed to Strongly Agree").
Respondents will be asked to rate their degree of agreement with the following evaluations on a
5-point Likert scale: Strongly Disagreed (1), Disagree (2), Neutral (3), Agreed (4), and Strongly
Agreed (5).
3.7. Method of Data Analysis
The researcher employed a quantitative data analysis techniques, including percentage, tabular
representation, and description methods. The objectives of the research would guide the
collection, organization, analysis, interpretation, and discussion of the findings. The collection
and analysis of all quantitative data would make use of descriptive statistics such as percentage
and frequency. Multiple linear regressions used to demonstrate the effects of independent
variables on dependent variables, while Pearson correlation used to observe the link between
independent variables and dependent variables.

20
 3.8. Data Validity and Reliability
3.8.1. Validity Test
To ensure the legitimacy of the research, reputable sources were consulted, including recently
published, booked, and researched publications about the variables for measuring the effect of
training on employee performance Additions, deletions, and modifications to the question would
have been made in light of the respondent's response. To enhance the instrument's accuracy, a
questionnaire comprising standardized questions from various sources was produced and
administered. Additionally, the research adviser offered insightful feedback on the questionnaire.
3.8.2. Reliability Test
Reliability is a statistical concept that refers to the consistency of a measure. In other words, it
assesses whether a measurement tool produces similar results when applied repeatedly under
similar conditions (Tavakol & Dennick, 2011). Cronbach's alpha is a widely used coefficient to
measure the internal consistency of a set of survey items. It essentially estimates how well the
items within a scale or questionnaire are measuring the same underlying construct. Cornbrash’s
alpha will be calculated Hence according to Lombard (2010),coefficient of 0.9 or greater are
nearly always acceptable ,0.8 or greater is acceptable in most situation.
Table 3.2 Reliability Test
Dimensions Cornbrash’s alpha Remark
Job satisfaction with pay 0.82 Reliable
Job satisfaction with nature of work 0.87 Reliable
Job satisfaction with supervision 0.84 Reliable
Job satisfaction with promotion opportunity 0.81 Reliable
Employee turnover intention 0.86 Reliable
3.9. Ethical Considerations
According to Creswell,(2003),as the researchers anticipate data collectors, they need to respect
the participants and site for the research. All the information was treated and kept secretly with
high confidentiality without disclosure of the respondents‟ identity. No information was changed
and the same with the literatures collected for the purpose of this study. The questionnaire was
anonymous and high level of confidentiality is considered. The information gathered through
questionnaire was used solely for this research whose objective is one of fulfilling requirement of
my Masters of Business Administration study.
21
 CHAPTER FOUR

DATA ANALYSIS AND INTERPRETATION

4.1. Respondent Rate
Out of a target population of 120, a sample of 82 questionnaires was distributed to employees of
Awash bank bole branch in Addis Ababa. Of these, 80 questionnaires were successfully
collected, and the remain 12 questionnaires were uncollected. The data was analysed using the
Statistical Package for Social Sciences (SPSS) to address the research questions.
4.2. Demographic Characteristics
This section showed the demographic characteristics of respondents like age, gender, academic
level, work experience, and Work Position.
Table 4.1: Gender of the respondents

Sex Frequency Percent

Male 56 70
Female 24 30
Total 80 100%

Source: Own Survey, 2024

4.2.1. Gender Categories of the Respondents
Table 4.1 on the above represented Gender distribution of respondents. Accordingly 70% were
male and the remaining 30% were females. Therefore, from the sampled respondents there were
a greater proportion of male respondents than the female
Table 4.2: Age of the respondents
Age Frequency Percent
21-30 years 66 82.5
31-40 years 10 12.5
41-50 years 3 3.75
Above 50 years 1 1.25
Total 80 100%

Source: Own Survey, 2024

22
4.2.2. Age Categories of the Respondents
The age of respondents as shown on the above respondents in the range of 21-30 years was
66(82.5%), respondents in the range of 31-40years were 10(12.5%), in the range of 41-50 years
3 (3.75%) and above 50 years was 1(1.25%).
Table 4.3: Educational qualification of the respondents
Education Frequency Percent
Masters and above 15 18.75
Degree 60 75
Diploma 3 3.75
Certificate 2 2.5
Total 80 100%
Source: Own Survey, 2024

4.2.3. Educational Categories of the Respondents

From the above table, 15(18.75 %) Masters and above, 60 (75%) of BA degree holders, 3 (3.75%)
had diploma, 2 (2.5%) were certificate. This shows that from respondents of Awash bank bole
branch in Addis Ababa employee most of them are BA degree holders.
Table 4.4: Work experience of employee
Work Experience Frequency Percent
Below 5 years 20 25
5-9 years 40 50
Above 10 years 20 25
Total 80 100.0
Source: Own Survey, 2024

4.2.4. Work experience of the Respondents

From the above table indicates the work experience of respondents. 20(25%) of the respondents
have below 5 years, 40(50%) of the respondents are from 5 to 9 years and 20(25%) have from
above 10 years. This shows that from respondents of Awash Bank bole branch in Addis Ababa
employee most of them have from 5 to 9 years’ experience. At the majority of the groups are
within the age range of 21-30 while consisting all of the age groups.

23
 4.3. Descriptive Statistics Analysis
According to Zaidat on & Bagheri, 2009, the mean score in between 2.00 - 3.00 was considered
agree level.

4.3.1. Analysis of Job satisfaction with pay

Table 4.5 Job satisfactions with pay
Standard
Questions N Mean Deviation
I feel valued by the organization when I think about 2.60 0.882
what they pay me 80
The period between pay rises is reasonable 80 2.50 0.851

All necessary benefits are provided in my organization 80 2.64 0.825

(e.g. health insurance, transport allowance, provident
fund/pension, and different
types of loans)
Regarding salary, I feel that I am treated fairly compared 80 2.92 0.756
with colleagues in my organization who have similar
qualifications and who have served a similar number of
years
Regarding benefits, I feel that I am treated fairly compared 80 2.62 0.878
with colleagues in my organization who have similar
qualifications and who have served a similar number of
years
Grand mean= 2.66
Source: Own survey, 2024
Respondent results were on the above Table 4.5 Stated that employees who were asked pay
needed improve my job satisfaction since I joined Awash Bank Bole branch, the Grand mean
value was 2.66 as well as the standard deviation was shown below one. That means the
respondents had disagreed on the intent so these figures indicate that the payment provided by
the bank should not be effective for job satisfaction of the employee turnover intention.

24
4.3.2. Analysis of Job satisfaction with nature of work
Table 4.6 Job satisfactions with nature of work

Questions N Mean Standard Deviation

I always enjoy serving customers 2.51 0.836

80
I am able to tolerate the pressure of 80 2.65 0.886
my work

My work is varied and is not routine 80 2.95 0.746

Grand mean= 2.70

Source: Own survey, 2024

Respondent results were on the above Table 4.6 Stated that employees who were asked nature
of work affect job satisfaction on employee turnover intention since I joined Awash Bank Bole
branch, the Grand mean value was 2.70 as well as the standard deviation was shown below one.
That means the respondents had disagreed on the intent so these figures indicate that the work
environment provided by the bank should not be effective for job satisfaction of the employee
turnover intention.

4.3.3. Analysis of Job satisfaction with supervision

Table 4.7 Job satisfactions with supervision

Questions N Mean Standard Deviation

My supervisor always consults co- 2.52 0.828
workers when deciding which may
affect works. 80
My supervisor shows consideration 80 2.56 0.786
for subordinates’ feelings
Communication between me and my 80 2.48 0.790
immediate supervisor is good
Grand mean= 2.52

25
Source: Own survey, 2024

Respondent results were on the above Table 4.7 Stated that employees who were asked
supervision had an effect on employee turnover intention since I joined Awash Bank Bole branch,
the Grand mean value was 2.52 as well as the standard deviation was shown below one. That
means the respondents had disagreed on the intent so these figures indicate that the supervision
provided by the bank should not be effective for job satisfaction of the employee turnover
intention.

4.3.4. Analysis of Job satisfaction with promotion opportunity

Table 4.8 Job satisfactions with promotion opportunity
Standard
Questions N Mean Deviation
My job gives me the opportunity to 2.65 o.866
work independently 80
The opportunities for advancement 80 2.95 0.746
on this job
I intend to leave this company within 80 2.77 0.856
a short period of time
Regarding promotion, I feel that I am treated fairly 80 2.61 0.886
compared with colleagues in my organization
who have similar qualifications and who have
served a similar number of years
I will probably look for a new job in the next year 80 2.59 0.801

Grand mean= 2.71

Source: Own survey, 2024

Respondent results were on the above Table 4.8 Stated that employees who were asked
promotion opportunity needed improve my job satisfaction since I joined Awash Bank Bole
branch, the Grand mean value was 2.71 as well as the standard deviation was shown below one.
That means the respondents had disagreed on the intent so these figures indicate that the
26
promotion opportunity provided by the bank should not be effective for job satisfaction of the
employee turnover intention.
4.4. Inferential Analysis

4.4.1. Correlation Analysis

Pearson correlation analysis in Table 4.9 below reveals strong positive and statistically
significant interdependencies (all p-values < 0.01) between effects of job satisfaction on
employees turn over intention: the case of Awash bank in bole branch. Correlations range from
0.814 (strong) to 0.985 (very strong), exceeding thresholds for positive relationships (Hair, 2009;
Taylor, 1990). This suggests a complex web of interconnected influences. For instance, a strong
positive correlation (r = 0.860) between (PY) and (EI) indicates that pay can significantly impact
positive employee turnover intention.

Table 4.9: Correlations between effects of job satisfaction on employees turn over intention
(PY) (NW) (SP) (PO) (EI)
Pay(PY) Pearson Correlation 1
Sig. (2-tailed)
Nature Of Work Pearson Correlation 0.849** 1
(NW) Sig. (2-tailed) 0.000
Supervision (SP) Pearson Correlation 0.875** 0.961** 1
Sig. (2-tailed) 0.000 0.000
Promotion Pearson Correlation 0.814** 0.885** 0.945** 1
Opportunity (PO) Sig. (2-tailed) 0.000 0.000 0.000
Employee Pearson Correlation 0.860** 0.949** 0.985** 0.934** 1
Turnover Sig. (2-tailed) 0.000 0.000 0.000 0.000
Intention (EI)
**Correlation is significant at the 0.01 level (2-tailed).
Source: own survey 2024

4.4.2. Multiple linear Regression Model Analysis

Model Summary of employ turnover intention as shown below on the table 4.10, designed to
investigate effects of job satisfaction with employ turnover intention of multiple linear
regression analysis. As presented below pay, nature of work, supervision and promotion
opportunity was explained for the dependent variable of employee turnover intention on 89.7%
was computed. In order to determine how all influence employee turnover intention, multiple
linear regression was done, and the result provides or shows the direction and significance of

27
relationship between variables.

Table 4:10: Model Summary of employ turnover intention

Adjusted
Model R R Square R Square Std. Error of the
Estimate
a
1 .947 .897 .893 .29447
a. Predictors: (Constant), pay, nature of work, supervision and promotion opportunity

b. Dependent variable, Employ turnover intention

Source: own survey 2024

4.4.3. ANOVA Analysis in the Model

The model analysis includes the independent variable (satisfaction with (pay, nature of work,
supervision and promotion opportunity) and dependent variable (employee turnover
intentions). As indicated in the above model summary and below ANOVA table, the linear
combination of the independent variable was significantly related to the dependent variable,
R=.947, adjusted R square=.893, F=264.615 (p=0.000). An estimated 89.3% of total
variation in the dependent variable,-Turnover Intentions, is jointly explained by the
predictors, i.e., satisfaction with pay, nature of work, supervision and promotion opportunity
where as 10.7% is explained by other factors.
Table 4.11: ANOVA of employ performance
Mean
Model Sum of Squares df Square F Sig.
1 Regression 91.783 4 22.946 264.615 .000b
Residual 10.579 75 .087
Total 102.362 79
a. Predictors: (Constant), pay, nature of work, supervision and promotion opportunity

b. Dependent variable, Employ turnover intention

Source: own survey 2024

28
4.4.4 Regression beta Coefficients in the Model
Table 4.12: Beta Coefficients
Unstandardized Standardized

Coefficients Coefficients
B Std. Error Beta
Model T Sig.
1 (Constant) 6.103 .207 29.515 0.000
Satisfaction -.004 .048 -.003 -.089 0.000
With Pay

nature of work .008 .035 .007 0.226 0.000

supervision -.058 .043 -.046 -0.354 0.000

promotion -.984 .037 -.923 0.041 0.000

opportunity

a. Dependent Variable:
Turnover Intention

From the above table, it can be learnt that the higher satisfaction with pay the less or Employees
turnover intention (Beta=-0.003). But, when t-value (-0.089) or p-value (sig.) (0.929) for
satisfaction with pay is considered, t-value is in between the normal curve (-1.96 and 1.96) or p-
value > α = 0.05 respectively, the coefficient is insignificant. Thus the effect of satisfaction with
pay on employees’ turnover intention is insignificant.
The coefficient of satisfaction with nature of work variable is 0.007; this implies that satisfaction
with nature of work is positively related with the employees’ turnover intention. But, looking at
the P-value, it can be understood that the coefficient is insignificant which means satisfaction
with nature of work has no significant effect on employees’ turnover intention.
Satisfaction with supervision is negatively related with employees’ turnover intention; its p-value
(.178) > α = 0.05, satisfaction with supervision is not a significant factor that employees’
29
turnover intention in the bank.
All the factors of job satisfaction, satisfaction with promotion opportunity has inversely related
with employees’ turnover intention. The computed t-value of - 26.765 is statistically significant
at 1%. This indicates satisfaction with promotion opportunity has a significant effect on
employees’ turnover intention. Keeping all other variables constant, a unit change in the
satisfaction of promotion opportunity would result in a 0.923 unit reductions in turnover
intention.
4.4.5. Five Assumptions Test
A multiple regression model was likely employed (Lind, Marchal, & Wathen, 2019). This
approach allows for the examination of the combined and individual effects of these factors Pay
Nature of Work, Supervision and Promotion Opportunity) on the dependent variable Employ
Turnover Intention the analysis likely utilizes standard beta coefficients and p-values to assess
the strength and significance of each factor's influence.
Assumption 1: Normality Test
To ensure statistical tests produce reliable results, researchers often verify if the data is normally
distributed. This means the data should resemble a bell curve, where points cluster around the
mean and the curve doesn't lean towards one side (Lind et al., 2019). Statistical software like
SPSS can be used to assess normality using skewness and kurtosis. Skewness measures
asymmetry, with values near zero indicating a normal distribution. Kurtosis reflects the peak of
the distribution, with a value close to zero ideal for normality. Visualizing the data through
histograms, which plot frequency distributions, can also provide clues about normality; a
normally distributed histogram will resemble a bell curve (Field, 2000).
A normal distribution of residuals, an important assumption for many statistical tests (George &
Mallery, 1999). Normality is assessed by examining skewness and kurtosis values. As suggested
by these authors, values between -3 and +3 for both statistics generally indicate acceptable
normality. The histogram's bell shape and the fact that the mean of the residuals is zero further
support this conclusion.Therefore; we can assume that for each combination of independent
variable levels in the population, the data on the dependent variable is also normally distributed.
Assumption 2: Linearity Test
The normal probability plot reveals a reasonably straight diagonal line from bottom left to top
right, indicating linearity. As it suggests a linear relationship between the independent and

30
dependent variables. In simpler terms, the data points should follow a predictable straight-line
pattern, which is confirmed by the diagonal trend in this plot.

Figure 4.1: Test of linearity

Source: own survey 2024
Assumption 3 Scatter plot Test
A crucial assumption for regression analysis (Field, 2000). Homoscedasticity means the spread
of the residuals (errors) is consistent across all predicted values of the dependent variable.
Ideally, the standardized residuals (ZRESID) on the Y-axis should be randomly scattered around
zero, regardless of the standardized predicted values (ZPRED) on the X-axis. This suggests a
constant variance of the residuals and strengthens the reliability of the fitted model.

Figure 4.2: Scatter plot for testing homoscedasticity

Source: own survey 2024
Assumption 4: Multicollinearity Test
Multicollinearity, a potential issue when independent variables are correlated, was assessed using
VIF (Hair, 2009; Lind et al., 2019). VIF values in Table 4.13 fall within acceptable ranges (1-10),
indicating a lack of problematic correlations and strengthening the reliability of the regression
analysis.

31
Table 4:13: Multicollinearity Test
COEFFICIENTSA
Model COLLINEARITY STATISTICS
Tolerance VIF
1 pay 0.132 4.724
nature of work 0.232 4.316
supervision 0.211 4.195
promotion opportunity 0.202 4.421
a. Dependent Variable: Employee Turnover Intention
Source: own survey 2024
Assumption 5: Autocorrelations

Table 4.14 shows the Durbin-Watson statistic, which assesses the presence of autocorrelation in
the residuals (errors) of the regression model (George & Mallery, 1999; Hair, 2009). Ideally, the
residuals should be independent, meaning their values are not influenced by neighbouring
observations. A value close to 2 indicates no autocorrelation, while an acceptable range falls
between 1.50 and 2.50. In this study, the Durbin-Watson statistic of 2.050 falls in available
preferred range.

Table 4:14: Autocorrelations

MODEL SUMMARY
Model R R Square Adjusted Std. Error of Durbin-
R Square the Estimate Watson
1 .947a .897 .893 .29447 2.050
a. Predictors: (Constant), pay, nature of work, supervision and promotion opportunity

b. Dependent variable, Employ turnover intention

Source: own survey 2024

32
 CHAPTER FIVE

DISCUSSION, CONCLUSIONS, AND

RECOMMENDATIONS
5.1. Summary of Findings
 The study revealed that the independent variables—Pay, Nature of Work, Supervision,
and Promotion Opportunity significantly impact employees' turnover intention at Awash
Bank Bole Branch.
 The findings indicated a positive correlation between Employees' Turnover Intention (EI)
and the determining variables. Notably, recognition emerged as a major factor
influencing EI.
 The regression analysis results showed that 89.7% of the variation in Employees'
Turnover Intention can be explained by the composite measures of Pay, Nature of Work,
Supervision, and Promotion Opportunity. The remaining 10.3% of the variance is
attributed to other factors not included in this study.
 The grand mean score for job satisfaction regarding Pay was 2.66, indicating a
disagreement level and suggesting that employees at Awash Bank Bole Branch are
dissatisfied with their compensation.
 Similarly, the grand mean score for job satisfaction concerning the Nature of Work was
2.70, also indicating disagreement level and reflecting employee dissatisfaction with the
work environment.
 The grand mean score for job satisfaction related to Supervision was 2.52, which
signifies a disagreement level and implies that employees are dissatisfied with the
supervisory conditions.
 Finally, the grand mean score for job satisfaction regarding Promotion Opportunity was
2.71, indicating a disagreement level and suggesting that employees feel dissatisfied with
the opportunities for advancement within the bank.
 Overall, these findings highlight significant areas of concern regarding employee
satisfaction at Awash Bank Bole Branch, particularly in terms of compensation, work
environment, supervision, and promotion opportunities.

33
 5.2. Conclusion
This study was initiated to investigate the Effects of Job Satisfaction on Employees Turnover
Intention.in Awash bank Bole branch The result of the study showed that there was an association
and relation of Effects of Job Satisfaction and Employees Turnover Intention.
The following are the major conclusions drawn from the results and findings of the research:
 The study on the effects of job satisfaction on employees' turnover intention at Awash
Bank Bole Branch revealed critical insights into the factors influencing employee
retention. The research demonstrated that the independent variables Pay Nature of Work,
Supervision, and Promotion Opportunity—significantly impact employees' turnover
intentions. Notably, there exists a positive correlation between employees' turnover
intention and these determining variables, with recognition emerging as a key factor
affecting turnover intention.
 The regression analysis indicated that 89.7% of the variation in employees' turnover
intention could be attributed to the composite measures of the identified independent
variables, highlighting their importance in shaping employee satisfaction and retention.
However, the remaining 10.3% suggests that other unexamined factors could also
contribute to turnover intentions.
 The grand mean scores for job satisfaction across all variables (Pay: 2.66, Nature of
Work: 2.70, Supervision: 2.52, Promotion Opportunity: 2.71) indicate a general
dissatisfaction among employees at Awash Bank Bole Branch. This dissatisfaction is
alarming as it suggests a potential risk for increased turnover rates if not addressed.

34
 5.3. Recommendation
Based on the points raised above, the following recommendations were forwarded
 Enhance Compensation Packages: Given the dissatisfaction with pay (mean score of
2.66), Awash Bank should consider reviewing and improving its compensation packages.
Competitive salaries and benefits can significantly enhance job satisfaction and reduce
turnover intention.
 Improve Work Environment: The nature of work received a mean score of 2.70,
indicating dissatisfaction. Management should focus on creating a more engaging and
supportive work environment. This could include ergonomic improvements, better
resources, and opportunities for teamwork and collaboration.
 Strengthen Supervision Practices: With a mean score of 2.52 for supervision, there is a
clear need for better supervisory practices. Training programs for supervisors can help
them provide more effective support and feedback to their teams, fostering a more
positive workplace culture.
 Expand Promotion Opportunities: The score of 2.71 for promotion opportunities suggests
that employees feel limited in their career advancement. The bank should establish
clearer career paths and provide more opportunities for professional development and
internal promotions.
 Implement Recognition Programs: Since recognition was noted as having a major effect
on turnover intention, it is essential to implement formal recognition programs that
celebrate employee achievements and contributions, fostering a sense of value among
staff.
 Conduct Further Research: To better understand the remaining 10.3% of factors affecting
turnover intention, further qualitative research could be conducted to explore additional
influences such as work-life balance, organizational culture, and personal circumstances.
By addressing these areas, Awash Bank can enhance job satisfaction among its employees,
ultimately reducing turnover intentions and fostering a more committed workforce.

35
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 APPENDIX
Questionnaire

Great college Masters of Business Administration

Introduction
I am a graduate student in the Department of Masters of Business Administration at Great
College. Currently, I am undertaking research entitled "The Effects of Job Satisfaction on
Employees Turnover Intention: The Case of Awash Bank in Bole Branch ". The main
purpose of this questionnaire is to collect data about the effects of job satisfaction on employee’s
turnover intention: and also the outcome of this study will be used for academic purposes only.
Therefore, your genuine response to the questions is vital for the quality and successful
completion of the study. The accuracy of the information you provide highly determines the
reliability of the study.

Thank you in advance for your unreserved cooperation!!!

Yours Sincerely
CHARA TAMIRU

Section I: Background information

1) Your designation /position/ ______________________________

2) Work experience in this organization in a year(s) (put a tick mark (√) on your correct year
against the range provided)

Below 5 5–9 above 10

3) Age of the respondents (put a tick mark (√) on your correct age against the range provided)
21 – 30 31 – 40 41 – 50 above 50

4) Gender of the respondents (put a tick mark (√) on the appropriate identity)

Male Female

40
5) Educational qualification of the respondents (put a tick mark (√) against your correct
qualification and field of specialization)

Qualification Tick your qualification

1. Masters and above
2. Bachelor’s Degree
3. Diploma
4. Certificate

Please tick (√) in the appropriate number to indicate your level of agreement with the questions
asked.
1= strongly disagree (SD), 2= disagree (D), 3= Neutral (N), 4. Agree (A), and 5= Strongly Agree (SA)

Section A: Job satisfaction with Pay

Items 1 2 3 4 5
1 I feel valued by the organization when I think about what they
pay me
2 The period between pay rises is reasonable

3 All necessary benefits are provided in my organization (e.g. health

insurance, transport allowance, provident fund/pension, and different
types of loans)
4 Regarding salary, I feel that I am treated fairly compared with
colleagues in my organization who have similar qualifications and
who have served a similar number of years
5 Regarding benefits, I feel that I am treated fairly compared with
colleagues in my organization who have similar qualifications and
who have served a similar number of years

Section B: Job satisfaction with Nature of work

Items 1 2 3 4 5
1 I always enjoy serving customers

2 I am able to tolerate the pressure of

my work
3 My work is varied and is not routine

41
Section C: Job satisfaction with Supervision
Items 1 2 3 4 5
1 My supervisor always consults co-workers when deciding
which may affect works.
2 My supervisor shows consideration
for subordinates’ feelings
3 Communication between me and my
immediate supervisor is good

Section D: Job satisfaction with Promotion opportunity

Items 1 2 3 4 5

1 My job gives me the opportunity to

work independently
2 The opportunities for advancement
on this job
3 I intend to leave this company within
a short period of time
4 Regarding promotion, I feel that I am treated fairly compared
with colleagues in my organization who have similar
qualifications and who have served a similar number of years
5 I will probably look for a new job in the next year

Dear respondent, using the following space you can put your general idea about the current
integrated solid waste management service delivering practice and its basic challenges you
regard as necessary.
______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________

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43