The Impact of Employee Perceptions of Organizational Work

Environment and Job Satisfaction on Innovative Climate

Rawan Abukhait

This thesis is presented for the degree of Doctor of Philosophy

The University of Western Sydney
March 2012
© R. Abukhait, 2012

ii
Dedication
I would like to dedicate this thesis to my family members, especially to my father and mother
who supported me emotionally, financially and raised me with the love of science all my life.
Also, to my kids, Dana and Omar, who had the patience to cope without me being around.
Without their continuous support and understanding during the past few years, I could never
have reached where I am today.

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Acknowledgements
I would like to take this opportunity to express my heartfelt gratitude to the many people who
have helped and supported me during the process of writing my thesis. This made it possible to
have this study in its present form.

Firstly, I would like to express my appreciation to my principal supervisor Associate Professor

Terry Sloan for his guidance and assistance to accomplish this thesis. Thank you for your expert
advice, patience and support throughout the research work carried out at the University of
Western Sydney.

Additionally, special thanks go to Dr. Dorothea Bowyer, whose support provided me with many
inspirations and helped me find ways to overcome some obstacles during the research.
Moreover, her care about my life made my living in Sydney much easier and happier. Her
consistent encouragement and detailed advice provided me with a great deal of confidence to
persist and finish my thesis.

A special thanks to my aunt Amal Badwan who supported me during my master’s degree at the
beginning and until now. I would also like to thank my friend Nazlee Siddiqui and my colleague
Geoffrey Chapman at UWS for supporting me during this journey. Also to Lama Mallah who
gave me the courage and support that I really needed to continue through this time.
Finally, I want to thank all the participants involved, and their contributions to my research, as
well as expressing my apologies that I could not mention everyone personally.

iv
Statement of Authentication

The work presented in this thesis is, to the best of my knowledge and belief, original except as
acknowledged in the text. I hereby declare that I have not submitted this material, either in full or
in part, for a degree at this or any other institution.

………………………………………………….
(Signature)

v
Table of Contents
Dedication ...................................................................................................................................... iii
Acknowledgements ........................................................................................................................ iv
Statement of Authentication ........................................................................................................... v
Table of Contents ........................................................................................................................... vi
List of Tables ................................................................................................................................ xii
List of Figures .............................................................................................................................. xiv
List of Appendices ........................................................................................................................ xv
Abstract ........................................................................................................................................ xvi
Glossary ..................................................................................................................................... xviii
1 Introduction ............................................................................................................................. 1
1.1 Relevance of the study ..................................................................................................... 2
1.2 Purpose and objectives of the study ................................................................................. 4
1.3 Significance of the study .................................................................................................. 5
1.4 Overarching research questions and model ...................................................................... 6
1.5 Research methodology ..................................................................................................... 8
1.6 Organization of the study ................................................................................................. 9
1.7 Delimitations of the study .............................................................................................. 10
1.8 Definition of terms ......................................................................................................... 11
1.9 Chapter conclusion ......................................................................................................... 11
2 Literature review ................................................................................................................... 12
2.1 Organizational work environment .................................................................................. 13
2.1.1 Learning environment ............................................................................................. 13
2.1.2 Workplace learning ................................................................................................. 14
2.1.3 Training ................................................................................................................... 14
2.1.4 Training transfer...................................................................................................... 16
2.1.5 Training transfer variables ...................................................................................... 17
2.1.6 Cognitive ability...................................................................................................... 17
2.1.7 Self-efficacy ............................................................................................................ 18
2.1.8 Motivation ............................................................................................................... 19
2.1.9 Perceived utility/value ............................................................................................ 20
2.1.10 Career/job variables ................................................................................................ 20
2.1.11 Locus of control (LOC) .......................................................................................... 21
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 2.1.12 Work environment influences ................................................................................. 22
2.1.13 Training evaluation ................................................................................................. 24
2.1.14 Past studies .............................................................................................................. 25
2.2 Job satisfaction ............................................................................................................... 30
2.2.1 The importance of the study of job satisfaction ...................................................... 31
2.2.2 Consequences of individual’s well-being ............................................................... 33
2.2.3 Job satisfaction outcomes on organizational performance ..................................... 35
2.2.4 Measuring job satisfaction ...................................................................................... 39
2.2.5 Factors influencing job satisfaction ........................................................................ 41
2.2.6 Past studies on job satisfaction ............................................................................... 45
2.3 Innovation....................................................................................................................... 50
2.3.1 Innovative organization .......................................................................................... 51
2.3.2 Overview of innovation in the service sector ......................................................... 52
2.3.3 What is innovation in services? .............................................................................. 53
2.3.4 Past studies in Innovation ....................................................................................... 55
2.4 Foundation theories ........................................................................................................ 59
2.4.1 Equity theory........................................................................................................... 60
2.4.2 Herzberg’s Motivation-Hygiene theory .................................................................. 61
2.4.3 Goal-setting theory.................................................................................................. 62
2.4.4 The derived model .................................................................................................. 63
2.4.5 The relationship between the study variables ......................................................... 66
2.5 Conclusion...................................................................................................................... 69
3 Methodology ......................................................................................................................... 71
3.1 Research methods ........................................................................................................... 72
3.1.1 Research design ...................................................................................................... 72
3.2 Mixed method ................................................................................................................ 75
3.3 Case Study ...................................................................................................................... 77
3.3.1 Comparative case study approach ........................................................................... 77
3.4 Ethics clearance .............................................................................................................. 78
3.5 Interviews ....................................................................................................................... 79
3.5.1 Semi-structured interviews ..................................................................................... 80
3.5.2 Open ended questions ............................................................................................. 81
3.5.3 Piloting .................................................................................................................... 81
3.5.4 Population and sampling ......................................................................................... 82

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 3.5.5 Respondent validation ............................................................................................. 83
3.6 Survey questionnaire ...................................................................................................... 85
3.6.1 Likert scale .............................................................................................................. 87
3.6.2 Pilot ......................................................................................................................... 88
3.6.3 Distribution protocol ............................................................................................... 88
3.6.4 Population and sampling ......................................................................................... 90
3.7 Data analysis techniques ................................................................................................ 90
3.7.1 Qualitative data analysis ......................................................................................... 92
3.7.2 Quantitative data analysis techniques ..................................................................... 99
3.8 Methodological considerations .................................................................................... 103
3.8.1 Limitations of the methodology ............................................................................ 103
3.8.2 Researcher bias ..................................................................................................... 103
3.8.3 Responses bias ...................................................................................................... 104
3.9 Conclusion.................................................................................................................... 105
4 Introduction to the Cases .................................................................................................... 106
4.1 About Jordan ................................................................................................................ 107
4.1.1 Telecommunication sector .................................................................................... 109
4.2 Company A .................................................................................................................. 111
4.3 Company B................................................................................................................... 113
4.4 Conclusion.................................................................................................................... 116
5 Qualitative Analysis ............................................................................................................ 117
5.1 Organizational work environment ................................................................................ 119
5.1.1 Rewards and compensations ................................................................................. 119
5.1.2 Teamwork ............................................................................................................. 121
5.1.3 Physical work environment................................................................................... 122
5.1.4 Training ................................................................................................................. 123
5.1.5 Rotation ................................................................................................................. 125
5.1.6 Delegation ............................................................................................................. 126
5.1.7 Policy .................................................................................................................... 127
5.2 Job satisfaction ............................................................................................................. 129
5.2.1 Rewards and compensations ................................................................................. 129
5.2.2 Progression and monitoring plans ......................................................................... 133
5.2.3 Job content ............................................................................................................ 135
5.2.4 Teamwork ............................................................................................................. 135

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 5.3 Innovative climate ........................................................................................................ 136
5.3.1 Innovative climate ................................................................................................. 136
5.3.2 Rewards and compensations ................................................................................. 140
5.3.3 Training ................................................................................................................. 142
5.3.4 Who is Involved in the innovative think tank? ..................................................... 142
5.4 Conclusion.................................................................................................................... 143
6 Quantitative Analysis .......................................................................................................... 144
6.1 Company A – Organizational working environment ................................................... 146
6.1.1 Support environment ............................................................................................. 146
6.1.2 Learning Environment .......................................................................................... 147
6.1.3 Organizational Working Structure ........................................................................ 148
6.2 Company A – Job Satisfaction ..................................................................................... 151
6.2.1 Team work ............................................................................................................ 151
6.2.2 Head Count ........................................................................................................... 152
6.2.3 Rewards and Compensations ................................................................................ 152
6.2.4 Culture................................................................................................................... 154
6.2.5 Routine .................................................................................................................. 155
6.2.6 Job content ............................................................................................................ 155
6.2.7 Recruitment ........................................................................................................... 155
6.2.8 Management Style ................................................................................................ 156
6.3 Company A – Innovative Climate................................................................................ 156
6.4 Company B Case Study – Job Satisfaction .................................................................. 157
6.4.1 Team Work ........................................................................................................... 158
6.4.2 Head Count ........................................................................................................... 158
6.4.3 Rewards and Compensations ................................................................................ 159
6.4.4 Culture................................................................................................................... 160
6.4.5 Routine .................................................................................................................. 161
6.4.6 Job content ............................................................................................................ 161
6.4.7 Recruitment ........................................................................................................... 161
6.4.8 Management Style ................................................................................................ 162
6.5 Company B Case Study - Innovative Climate ............................................................. 162
6.6 Comparison of Cases .................................................................................................... 163
6.6.1 Job Satisfaction ..................................................................................................... 163
6.6.2 Innovative Climate ................................................................................................ 166

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 6.7 Statistical Analysis for Company A ............................................................................. 167
6.7.1 Testing correlations – Organizational work environment .................................... 167
6.7.2 Testing correlations – Organizational work environment and Job Satisfaction ... 170
6.7.3 Testing correlations – Job satisfaction components.............................................. 177
6.7.4 Testing correlations – Innovative climate ............................................................. 183
6.7.5 Average score for each component ....................................................................... 186
6.7.6 Regression analysis ............................................................................................... 187
6.8 Statistical analysis for Company B .............................................................................. 188
6.8.1 Testing correlations - Job satisfaction components .............................................. 188
6.8.2 Testing correlations - Innovative climate and Job Satisfaction ............................ 193
6.8.3 Average score for each component ....................................................................... 194
6.9 Statistical analysis comparison..................................................................................... 195
6.9.1 Innovative climate comparison ............................................................................. 195
6.9.2 Job satisfaction components Comparison ............................................................. 196
6.9.3 Comparison on the overall job satisfaction average and each job satisfaction
component ........................................................................................................................... 197
6.10 Conclusion ................................................................................................................ 197
7 Discussion ........................................................................................................................... 198
7.1 Organizational work environment ................................................................................ 202
7.1.1 Support environment ............................................................................................. 205
7.1.2 Learning environment ........................................................................................... 208
7.1.3 Organizational working structure ......................................................................... 214
7.2 Job Satisfaction ............................................................................................................ 224
7.2.1 Rewards and compensations ................................................................................. 225
7.2.2 Job design.............................................................................................................. 227
7.2.3 Teamwork ............................................................................................................. 229
7.2.4 Person fit ............................................................................................................... 230
7.2.5 Culture................................................................................................................... 232
7.2.6 Management style ................................................................................................. 233
7.2.7 Common shared factors between organizational work environment and job
satisfaction .......................................................................................................................... 233
7.3 The relationship between innovative climate, organizational work environment and job
satisfaction .............................................................................................................................. 234
7.4 Innovative climate ........................................................................................................ 235
7.5 Theoretical contribution ............................................................................................... 236

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 7.6 Final study model ......................................................................................................... 240
7.7 Implication of findings for practices ............................................................................ 242
7.8 Limitations ................................................................................................................... 244
7.9 Areas of future research ............................................................................................... 245
7.10 Conclusion ................................................................................................................ 246
References ................................................................................................................................... 247

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List of Tables
Table 2.1 Past studies on organizational work environment ........................................................ 26
Table 2.2 Past studies on job satisfaction ..................................................................................... 46
Table 2.3 Past studies on innovation............................................................................................. 56
Table 3.1 Table used to organize survey questions ...................................................................... 87
Table 3.2 Example of an analysis summary table......................................................................... 95
Table 3.3 Summary of the qualitative data analysis procedure .................................................... 98
Table 6.1 Correlations between the organizational work environment components .................. 168
Table 6.2 Each component of the organizational work environment and the overall average of the
organizational work environment ............................................................................................... 169
Table 6.3 Organizational work environment components and Job satisfaction as a whole ....... 171
Table 6.4 Support environment and job satisfaction components .............................................. 172
Table 6.5 Learning environment and job satisfaction components ............................................ 173
Table 6.6 Organizational working structure and job satisfaction components ........................... 173
Table 6.7 The overall average of the organizational work environment and job satisfaction
components ................................................................................................................................. 174
Table 6.8 Organizational work environment and Job satisfaction as a whole ............................ 174
Table 6.9 Teamwork and all other job satisfaction components ................................................ 177
Table 6.10 Culture and all remaining job satisfaction components ............................................ 178
Table 6.11 Rewards and compensations and all remaining job satisfaction components .......... 178
Table 6.12 Job design and all remaining job satisfaction components ....................................... 179
Table 6.13 Person fit and management style .............................................................................. 179
Table 6.14 Each component with the overall Job satisfaction average ...................................... 180
Table 6.15 Innovative climate and the components of organizational working environment .... 183
Table 6.16 Innovative climate and organizational working environment as a whole ................ 184
Table 6.17 Innovative climate and Job satisfaction as a whole .................................................. 184
Table 6.18 Innovative climate and job satisfaction components ................................................ 185
Table 6.19 Regression analysis ................................................................................................... 187
Table 6.20 Teamwork and all other job satisfaction components .............................................. 188
Table 6.21 Culture and all remaining job satisfaction components ............................................ 189
Table 6.22 Rewards and compensations and all remaining job satisfaction components .......... 189
Table 6.23 Job design and all remaining job satisfaction components ....................................... 190
Table 6.24 Person fit and management style .............................................................................. 190
Table 6.25 The overall average of job satisfaction and its components ..................................... 191
Table 6.26 Innovative climate and Job satisfaction as a whole .................................................. 193
Table 6.27 Innovative climate and job satisfaction components ................................................ 194
Table 6.28 Similarities of testing correlations between all job satisfaction components ........... 196
Table 6.29 differences of testing correlations between all job satisfaction ................................ 196
Table 6.30 Similarities of the comparison on the overall job satisfaction average and each job
satisfaction component................................................................................................................ 197
Table 6.31 Differences on the comparison on the overall job satisfaction average and each job
satisfaction component................................................................................................................ 197
Table 7.1 Key themes, themes and sub-themes emerging from the study.................................. 201
Table 7.2 Commonalities between organizational work environment and job satisfaction ....... 234

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Table 7.3 Factors influencing innovative climate at the participating companies ...................... 236

xiii
List of Figures

Figure 1.1 Overview of the Study Variables and Relationships ..................................................... 7

Figure 1.2 Detail of the Variables and Relationships in Stage one of the Proposed Project .......... 8
Figure 2.1 Underpinning theoretical contributions to the proposed project ................................. 63
Figure 2.2 Overview of the study variables and relationships ...................................................... 64
Figure 2.3 Detail of the variables and relationships in stage one of the proposed project ........... 64
Figure 3.1 Research design of this study ...................................................................................... 73
Figure 3.2 The mixed method approach adopted by this study .................................................... 76
Figure 3.3 Survey distribution protocol ........................................................................................ 89
Figure 3.4 Diagram of the data analysis process .......................................................................... 91
Figure 3.5 Steps undertaken in the qualitative data analysis phase .............................................. 93
Figure 3.6 Components of the key theme of job satisfaction ....................................................... 96
Figure 3.7 Diagram of the comparisons conducted ...................................................................... 98
Figure 3.8 Frequency distribution of the theme of rewards and compensations ........................ 100
Figure 6.1 Correlations in the organizational work environment varible ................................... 170
Figure 6.2 Correlations between organizational working environment and job satisfaction ..... 176
Figure 6.3 Correlations on the job satisfaction variable ............................................................. 182
Figure 6.4 Correlations between innovative climate and other study variables ......................... 186
Figure 6.5 Correlations for job satisfaction and related components ......................................... 192
Figure 6.6 Correlations between innovative climate and job satisfaction .................................. 195
Figure 7.1 The model development process for this study ......................................................... 199

xiv
List of Appendices
Appendix A - Interview Question Structure ............................................................................... 260
Appendix B - Ethics Approval Notification ............................................................................... 261
Appendix C - Confidential agreement form ............................................................................... 262
Appendix D - Example of thematic analysis .............................................................................. 263
Appendix E - Letter to Participants ............................................................................................ 269
Appendix F - Survey Questionnaire ........................................................................................... 270
Appendix G - Transcription Letter ............................................................................................. 281
Appendix H - Contact Letter....................................................................................................... 282
Appendix I - Company A Interview Data ................................................................................... 283
Appendix J - Company B Interview Data ................................................................................... 318
Appendix K - Demographic Information .................................................................................... 365
Appendix L - Organizational Work Environment (Company A) ............................................... 369
Appendix M - Job Satisfaction (Company A) ............................................................................ 377
Appendix N - Innovative Climate (Company A) ........................................................................ 382
Appendix O - Job Satisfaction (Company B) ............................................................................. 383
Appendix P - Innovative Climate (Company B)......................................................................... 388

xv
Abstract
This study investigates the relationship between three variables: the organizational work
environment; job satisfaction; and innovative climate. The study proposes that the innovative
climate is an outcome of a positive relationship between job satisfaction and organizational work
environment. A model was developed based on the literature review and on the motivation
theories.
In this model, organizational work environment contained the learning environment and the
support environment. While job satisfaction consisted of job content, career development, salary
and work hours. The aim of proposing a model was to come up with a final study model that
suggests factors impacts the innovative climate in the telecommunication industry in
Jordan/Amman.
The obtained data from the conducted interviews modified and expanded the proposed model
leading to model two. Additional factors emerged as new findings as shown below:

 Organizational work environment, which included:

- Learning environment: consisted of learning, training, and rotation.
- Support environment: contained physical work environment and psychological work
environment, which in turn incorporated communication and encouragement.
- Organizational working structure: included policy, progression and monitoring plans,
process, communication, leadership style, flexible working hours, transparency, and
delegation.
 Job satisfaction, which included: rewards and compensations; culture; routine; teamwork;
headcounts; job content; and recruitment.

All emerging factors are proposed to create a positive innovative climate. Model two was tested
to answer the research questions and to come up with the final study model.

The study was applied in the Jordanian context focusing on the telecommunication sector. Two
companies were examined. A comparative approach was conducted between managers that are at
the same managerial level. The approach was taken to understand what were the most important
factors according their views.

xvi
The methodology in this study adopted a mixed method approach. Data collection was conducted
in three stages.
Stage one involved the application of semi-structured interviews with 21 participants, including
directors, managers, and supervisors. Findings from the interviews and observations aided in the
survey development and model refinement.
Stage two was the distribution of the survey which resulted in 304 completed filled surveys. In
addition, observation took place during the data collection process.
Stage three was triangulating the data obtained from the analysis of the interviews, survey
analysis (correlation, frequency distribution, and regression) and observation done in stage one
and two.

The above lead to the final research model designated the innovative climate model. This model
expands the current understanding of innovative climate by adding new groups of factors in the
areas of job satisfaction, organizational work environment personal behaviour. The model has
been validated through empirical research in Jordanian telecommunication organizations.

xvii
Glossary
Term Definition
The process which allows an employee to know the degree of match between
Career
development his performance and the overall company goals.

Refers to a bundle of valued returns, which is offered to employees as an

Compensations
exchange for their contributions (Cappelli and Rogovsky, 1994).
Refers to internal and external effective information transfer between all
Communication employees at all levels that improves the work conditions and impacts the
organizational work environment.
“The shared patterns of behaviors and interactions, cognitive constructs, and
affective understanding that are learned through a process of socialization.
Culture
These shared patterns identify the members of a culture group while also
distinguishing those of another group” (Acquisition, 2009).
Delegation Sharing or transfer of authority and the given responsibility, from
an employer (who has the right to delegate) to an employee (Com, 2012).
Flexible working Is a system under which a worker works out a daily decision regarding the
time time of day to begin work (Pierce and Newstrom, 1980).
West and Farr, 1990; Gonzalez-Roma and West, 2004, (cited in King et al.,
2007 p 634) “Innovation can be defined as the intentional process of
Innovation
development and application of ideas, processes, products or procedures that
are novel and designed to yield positive outcomes”.

An organizational climate which provides the appropriate conditions for

Innovative climate
employees to innovate, these conditions being providing a positive work
environment and reaching employee satisfaction.

“Documents containing job title, reporting relationships, summary of

responsibilities, job span (e.g.,budget, staff), primary accountabilities and
Job description
responsibilities, decision-making authority; and hiring requirements (e.g.
knowledge, skills, abilities, certifications, degrees)” (Stylbel, 2010 p 105).

xviii
Job design Job design is the variety of tasks assigned to each employee.

“The un-pleasurable emotional state resulting from the appraisal of one’s job
Job dissatisfaction as frustrating or blocking the attainment of one’s job values or as entailing
disvalues” (locke 1969 p 316)

“Lateral transfers of employees between jobs in an organization. Rotated

Job rotations
employees usually do not remain on jobs permanently but also do not usually
return to former jobs”(Campion et al., 1994 p 1519).

“The pleasurable emotional state resulting from the appraisal of one’s job as
Job satisfaction achieving or facilitating the achievement of one’s job values” (Locke, 1969 p
316).

Learning environment is a combination of coaching inside or outside the

Learning
company, sharing knowledge between employees and rotating employees
environment
between and within departments for the sake of expanding their knowledge.

Learning for the “Refers to learning opportunities that may be narrowly or broadly defined”
workplace (Evans et al., 2006 p 8).

Learning through Refers to learning opportunities that are obtained because they are part of the
the workplace employment relationship (Evans et al., 2006).
Rewards such as a pay raise or stock options, thus are rewards that are related
Monetary rewards
to cash values (Chen et al., 2004).
Are related to “rewards and recognition for good performance are symbolic
Nonmonetary
rewards, satisfying socioemotional needs”. Rewards such as sporting event
rewards
tickets have certain monetary value (Chen et al., 1999 p 49).
Physical structures, workplace communication, encouragement along with
Organizational
organization policies and procedures.
work environment

xix
 Employees’ beliefs about training usefulness, which impacts training transfer.
Perceived utility
Performance appraisal is the systematic evaluation of the performance of
Performance
workers and to understand the abilities of an individual for further growth and
appraisal
development (Guide, 2012).
P-J fit is defined as the match between the abilities of an individual and the
Personal job fit requirements of a job or the desires of an individual and what is gained from a
job ( Edwards, 1991 cited in Lauver and Kristof-Brown, 2001)

Person P-O fit is about the match between employees and organizations goals, values
organization fit and mission (Lauver and Kristof-Brown 2001).
According to Sundstrom (1986 p 2) physical work environment “refers to
Physical work
environment buildings and their interiors. This includes the appearance and layout of
buildings. The arrangement of rooms, furnishing and equipment, as well as
ambient conditions (light, sound, temperature and air)”.
An implemented system of rules, norms and procedures communicated to the
Policy overall company goal. Implementation of these rules impacts an employee’s
motivation toward his work.
“Involves planning and administering the activities necessary to achieve a
Process high level of performance in key business processes, and identifying
Management opportunities for improving quality and operational performance, and
ultimately customer satisfaction” (Evans and Lindsay, 2005 p 314).

"A team is a small number of people with complementary skills who are
committed to a common purpose, set of performance goals, and approach for
Teamwork
which they hold themselves mutually accountable" (Katzenbach and Smith,
1993 p 112).
Learning opportunities which are accessed because they are part of their
Training employment conditions or provided for the sake of enhancing employees
skills to perform more efficiently at their assigned work.
Transactional “Motivating followers primarily through contingent-reward-based exchanges”
leadership as cited in (Jung and Avolio, 1999 P 208).

xx
 Is applying the knowledge and skills learned at work to another learning
Training transfer
situation (Prieto and Phipps, 2011).
Involves developing a closer relationship between managers and their
employees, “one based more on trust and commitment than on contractual
Transformational
agreements. Transformational leaders help followers to see the importance of
leadership
transcending their own self-interest for the sake of the mission and vision of
their group and/or organization” (Jung and Avolio, 1999 p 209).
Transparency Making information about the company such as performance, goals, and
mission available to all employees at all levels.
Includes a set of individuals who work together to accomplish some task. “In
a work group, the members share a common goal and are coordinated by a
Work group
leader, but their performance is a function of individual effort which is
evaluated by individual performance evaluations”(Levi and Slem, 1995 p 30).

Workplace Is the degree of which informal learning opportunities are implemented and
Learning practiced by the culture and structure of the company.

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1 Introduction

1
1.1 Relevance of the study
The increasing competitive pressure that companies have experienced in recent years is
characterized by a high level of dynamism (Teece, 1998), in most markets because of the rapid
changes in products, technologies, trade globalization and regulations (Teece, 1998).

Hamel (1998) argued that the importance of innovation is recognized as a necessary component
for companies simply wanting to continue competitively pursuing long-term advantages. For
economies, innovation is often cited as a critical factor of growth (Freeman and Soete, 1997 cited
in Darroch and McNaughton, 2002). In order to survive under these situations, “the continual
renewal of competitive advantage through innovation and the development of new capabilities”
(Grant, 1996 p 382) became a key requirement for most businesses (Branzei and Vertinsky,
2006). Innovation usually begins with creative thought such as implementing new programs and
introducing new products or services (Amabile et al., 1996). Such innovation initiation may be
sourced from individuals or teams, depending upon the different organizational circumstances
(Amabile et al., 1996). However several factors in organizations have been identified as major
aspects impacting the propensity of individuals to innovate, such as strategy, organizational
structure, environment and climate which is considered as a noticeable variable that impacts
innovation (Chandler and Jansen, 1994).

The current research focuses on examining the claim as stated in the literature, that an innovative
climate is an outcome of a positive relationship between work environment and job satisfaction,
putting the spotlight on the telecommunication industry in the Jordanian context. The importance
of the study is derived from the strong effect of these variables on two separate firms and
consequently on the economy.

Both companies have also been influenced by the privatization of the telecommunications
industry in Jordan, and this opening up of industries to competition has also been mentioned by
previous authors as a key driver of innovation within an industry. For example, it was indicated
by Parente and Prescott, 1999 (cited in Awamleh, 2002) that monopoly-controlled economies
stop innovation and usually function at half of their productive capacity, regardless of
technological level. “Restrictive trade policies and state regulations inhibit innovation and free
market operations thus reducing efficiency and productivity” (Parente and Prescott, 1999 cited in

2
Awamleh, 2002 p 239). However, while privatization is not a focus of the study, it has been
addressed as a factor that increased the importance and the interest of adopting the study in
Jordan.

In addition it is important to focus on examining employees’ perception of job satisfaction and

how it has been influenced by the privatization context in the Jordanian market. Kikeri (1998)
argues that a main reason of the delay in the privatization of large-scale enterprises, particularly
in developing countries, is the uncertainty of the effects on labour. As argued by Asiedu and
Folmer (2007 p 1780) “it is possible that privatized enterprises, because of the competitive
environment they operate in, attempt to cut costs leading to a worsening of employment
conditions”. However, companies may also try to increase the productivity of workers by
changing working conditions, such as the introduction of new technology to decrease the
drudgery of work, and by enhancing work safety, job security, and training opportunities to
increase the skills of employees and their job satisfaction (Kambhampati and Howell, 1998 cited
in Asiedu and Folmer, 2007). It could be noticed that converting from the public to the private
sector is considered an important issue that influences employee skills and satisfaction.

Employee perceptions of job satisfaction have been described as a group of employees’ feelings
toward the organizational work environment, including the work itself, team work, supervisors,
organization and social life (Cribbin,1972 cited in Mihajlovic et al., 2008). This description
demonstrates the strong influence of organizational work environment on employee’s job
satisfaction, emphasizing the importance of looking at this factor in the privatization context.

Therefore the key objective of the study is to examine what factors contributes to a positive
working environment, putting the spotlight on issues related to the organizational work
environment and job satisfaction. This study is applied through a comparative case study using a
mixed method approach as illustrated in chapter 3.

3
1.2 Purpose and objectives of the study
The study suggests that the implementation of a positive organizational work environment and
job satisfaction contributes to an innovative climate.

The telecommunication sector was chosen as the focal point of this study. The research was
conducted in the Jordanian context on two companies; one which was privatized several years
after its establishment as a public-owned telecommunication company (Company B), and one
which was established as a private telecommunication company (Company A).

This study has the potential for generating interesting comparative empirical knowledge, as the
researcher proposes to compare the research findings between a company with a history of
public-ownership (Company B) and a company that was initially established as a private one
(Company A).

In addition, a clear definition of an innovative climate is still controversial among scholars;

hence the current study can contribute to providing an unambiguous definition for an innovative
climate.

The objectives of the study are as follows:

1. To explore the existing claims that innovative climate is an outcome of a positive relationship
between organizational work environment and job satisfaction.
2. To investigate the relationship between organizational work environment and job satisfaction
and their components.
3. To investigate the relationship between organizational work environment and its components
and innovative climate.
4. To investigate the relationship between job satisfaction and its components and innovative
climate.
5. To build a proposed model based on the literature review and existing theories (discussed in
section 2.4)
6. To expand the initial model (step5) using mangers perceptions of the contribution of job
satisfaction and organizational work environment to developing an innovative climate.
7. To validate the final model (stpe6) through empirical research.
4
These steps will lead to the major objective of the study.
8. To produce new findings on drivers of innovative climate which will add to the body of
knowledge in organizational studies.

1.3 Significance of the study

The telecommunication industry in Jordan and in other nations represents an important sector for
economic growth. In Jordan this industry has been recognized as one of the most important
booming sectors, as mentioned in section 4.1.1. As stated by Chen, Watanabe et al. (2007 p 2)
“Rapid growth of information and communication technology (ICT) has attracted much attention
in both business and academic fields. Among all aspects of ICT, mobile phones and the Internet
are two sectors with a high growth rate”.

Ahmed (1998 p 30) mentioned that “innovation is holistic in nature”. It covers the whole range
of activities needed to provide value to customers and a satisfactory return to the business
(Ahmed, 1998). Almost all companies consider the importance of implementing innovation, and
only a few actually succeed in doing it.

Ahmed (1998 p 42) adds that “despite the interest in the field of innovation, much of the research
evidence concerning management practices about innovation creative climate remains
unsystematic and anecdotal”. Moreover a number of researchers have suggested that climate
may guide and direct both interest and activities toward innovation (Scott and Bruce, 1994).

According to the above this research is believed to be worthwhile as it investigates an important

topic in the Jordanian market and has a potential to add significant value to the organizations and
practitioners in the service telecommunication sector in Jordan.

5
1.4 Overarching research questions and model
The researcher analyzed several relationships which have never been addressed before,
particularly in the Jordanian context; in order to add a significant contribution to the literature
and to distinguish this study. The central research question that guided this process is:

What is the impact of employee perceptions of organizational work environment and

job satisfaction on the innovative climate within the organization?

This research question was explored by investigating the following sub-questions:

RQ1 What do managers perceive to be the key components of a positive work environment?

RQ2 What do managers perceive to be the key components of job satisfaction?

RQ3 What do managers perceive to be the key components of an innovative climate?

RQ4 Is there a relationship between employee perception of organizational work environment

and job satisfaction? (Figures 1.1 and 1.2).

RQ4A Is there a relationship between employee perception of learning environment and

job satisfaction? (Figures 1.2).

RQ4B Is there a relationship between employee perception of support environment and

job satisfaction? (Figure 1.2).

RQ5 Is there a relationship between employee perception of job satisfaction and innovative
climate? (Figure 1.1).

RQ6 Is there a relationship between employee perception of organizational work environment

and innovative climate? (Figure 1.1).

RQ7 Is there an interaction effect between organizational work environment and job
satisfaction on innovative climate? (Figure 1.1).

As shown by arrows labeled as ‘8’ in the detailed Stage One research model (Figure 1.2), the
analysis of survey tested for possible relationships between the major variable sub-components.

6
The exploratory model has been developed from the results of several previous studies (see
section 2.4.4 and 2.4.5). However a number of theoretical and empirical studies have addressed
some of the study variables. Hence the researcher has focused on those studies which are most
relevant to the topic, as shown in the study model and described in the following pages.

Figure ‎1.1 Overview of the Study Variables and Relationships

7
Figure ‎1.2 Detail of the Variables and Relationships in Stage one of the Proposed Project
The model presented in figure 1.1 indicates the area in which the main theoretical contributions
of the thesis will be made. Stage 1 will lead to a further contribution to the understanding of the
factors influencing job satisfaction and organizational work environment. While stage 2 (figure
1.2 ) will determine the relationships that exist between these factors, leading to increased
understanding of the factors that generates an innovative climate.

1.5 Research methodology

This section introduces the methods and procedures used in the data collection which guided the
current study. A comparative case study research method was adopted, however the data were
collected and analyzed for each company as a single case, allowing for a better understanding
about the phenomenon, driving the final model and finalizing the recommendations.

The research was undertaken at the main branch of the two nominated companies in the
telecommunication sector in Amman/Jordan. The study employed a mixed methods technique to
assist in gaining a better understanding of what main factors related to the variables of
organizational work environment and job satisfaction, and innovative climate at both companies.

8
The first step of the data collection was done through semi structured interviews and
observations representing the qualitative approach which is discussed in further detail in chapter
3. This step enabled the researcher to gain a more in depth understanding of managers’
perceptions of what key components create a positive work environment, increase job
satisfaction, and result in a more innovative climate. A total of 21 face to face interviews were
conducted at both companies. The interviewees were selected through a purposeful sampling to
ensure that it was possible to answer the first three research questions of the study.

The second step was the quantitative method which comprised a total of 302 survey respondents
from both companies. The quantitative method was implemented through the use of convenience
sampling. The survey questionnaire was developed with partial guidance from the interview
findings and previous studies. This step is also discussed in chapter 3.

Employing the survey questionnaire enabled the researcher to get a wide sample of respondents
to answer the remaining research questions of the study. Triangulation was applied to the data
during the interpretation stage, aiding the researcher to use the qualitative methods to cover the
weaknesses of the quantitative methods and vice versa. Thus, the study integrates quantitative
and qualitative views which is discussed further in chapter 7.

1.6 Organization of the study

This study is organized into 8 chapters, followed by a list of references, and appendices that
contain key definitions and several graphical charts and tables from the analysis section.

Chapter One introduces the overview and the background of the study. It presents the relevance
of the study, purpose and objectives, significance of the study, research questions and research
methodology.

Chapter Two discusses the existing literature in the area of organizational work environment,
job satisfaction and innovative climate such as related concepts, definitions and theories that
assisted in forming the initial study model.

9
Chapter Three introduces the data collection process and methods used in this study. Also the
process for analyzing the data is provided, and the research limitations are reported.

Chapter Four introduces a background of the country, the telecommunication sector in Jordan
and about the two participating companies.

Chapter Five presents the findings from the qualitative analysis procedure. It discusses the
perceptions of managers from both companies on what factors contribute to a positive
organizational work environment and job satisfaction, and how both can lead to an innovative
climate. Also similarities and differences were highlighted between managers from both
companies who work on the same managerial level. These findings assisted the development of
the second study model.

Chapter Six introduces the findings gained from the quantitative analysis of the survey
questionnaire. All possible relationships were tested through a frequency distribution correlation
test.

Chapter Seven presents the discussion chapter which incorporates the data gained from
qualitative and quantitative analysis, which aided in answering the main research question and
sub questions.

Chapter Eight is the conclusion chapter that provides a summary of the findings and the
suggested recommendations.

1.7 Delimitations of the study

The scope of the research included investigating only what contributes to innovative climate in
the telecommunication sector in Jordan. Moreover the research is limited to only two companies
operating in the market. However more accurate details would be provided if the research
covered the entire industry. Therefore the study will not attempt to generalize the findings to the
remaining telecommunication companies in the market or to the service industry.
The purpose of this research is to understand the perceptions of managers and employees in
regards to what contributes to enhancing the innovative climate in both examined companies.
However, it is important to clarify that this research focuses on building a model that presents
10
factors important to the innovative climate, and doesn’t aim to investigate the results of applying
the final model on both companies.

1.8 Definition of terms

Many terms used in this study are defined and listed in the Glossary (page xviii), to help the
reader better understand the context in which these terms are used.

1.9 Chapter conclusion

This chapter provided an overview about the topic, the problem, the purpose and the research
questions of the study. Innovation is an important topic to be investigated, for its great impact on
a company’s performance. Considering that the telecommunication industry is contributing to the
country economic growth in Jordan, knowing what factors aid in improving the innovative
climate in the company is important. Also the Jordanian telecommunication market is known to
be highly competitive, increasing the significance of providing the appropriate methods that
allow the employees to innovate. The following chapter provides a literature review on
organizational work environment (section 2.1), job satisfaction (section 2.2) and innovative
climate (section 2.3).

11
2 Literature review

12
2.1 Organizational work environment
According to Rusbult and Farrell (1983) a workplace can be observed as a marketplace in which
multiple persons engage in numerous transactions, in which each employee seeks to gain a
positive return on their investment. The current study focuses on the learning environment which
is believed to consist of important factors influencing the organizational work environment. This
section covers aspects related to the research called “informal learning” and “formal learning”.
Informal learning is the unplanned learning that takes place during working activities, such as
learning from others within the company. Formal learning is related to the official planned
training organized by the company or employees to improve employees’ skills and capabilities.
Regarding formal training, the study focused on factors influencing the transfer of the formal
training process.

2.1.1 Learning environment

As argued by Kriz (2003), individuals, groups, and companies are increasingly faced with
troubles and situations that are too complex. Individual abilities to cope with complex dynamic
processes and systems while behaving in a sustainable way have not developed to the required
amount (Kriz, 2003). “Therefore, human beings and organizations as social systems must be able
to learn” (Kriz, 2003 p 495). To survive, organizations, groups and individuals need to constantly
adapt to the change of inner and outer situations (Kriz, 2003). Learning could be acknowledged
as an important factor impacting organizational development and survival, Especially when
considering rapid market changes and technology development that might impact both the
company and employees’ efficiency if they weren’t to adapt. Globalization, technological
advancements, and talent battles in employing and retaining high performers are one of the major
reasons that organizations seek to leverage training outcomes to foster the improvement, assist in
the development of person and organizational efficiency and establish and sustain market share
within the fast changing industry (Branham, 2005; Michaels, Handfield-Jones and Axelrod,2001
cited in Lim and Morris, 2006).

A learning environment may exist inside or outside the classroom which offers the opportunity
for improved workplace productivity (Leslie et al., 1998). Workplace learning doesn’t occur
13
alone, but it’s a means of achieving organizational and individual goals (Leslie et al.,
1998),which highlights the linkage between learning and achieving employee and organization
goals.

This study defines learning environment as learning that can occur inside or outside the
classroom, which offers the opportunity of improving workplace productivity and achieving
employee and organization goals. Additionally, in regards to the study, learning includes both
workplace learning and training which will be discussed in sections 2.1.2 and 2.1.3. Workplace
learning will be explained first below.

2.1.2 Workplace learning

It’s important to clarify the term learning in the context of the work place and how it occurs in
any organization. According to Evans et al., (2006 p 7) learning in the workplace can refer to a
mixture of different types of learning which may or may not be formally structured. This
definition will be adopted for its appropriateness to the current study.

Workplaces provide a lot of informal learning chances which result from interactions in work
groups and from the structure of the company’s working environment (Evans et al., 2006).

This indicates that it’s possible for employees to learn from their work environment through
different ways such as interacting with others and from the occurring mistakes.

The next section will discuss training, training transfer concepts, and factors impacting the
transfer process of training. The training concept will be discussed first.

2.1.3 Training
Investing in intangible assets especially human capital has been regarded as a main strategy for
competitive advantage, especially when considering that work has become increasingly
knowledge based (Adler and Kwon, 2002). Therefore many practitioners believe that companies

14
should spend more resources on training programs to improve employees’ competence at work
(Kelloway and Barling, 2000).

Firms are confronted with growing competitive pressure to enhance the quality of their products
and services (Ford et al., 1992). One way to develop quality is through improvements in the
technical skills of the workers (Goldstein and Glliam, 1990 cited in Ford et al., 1992). To build
this technical expertise, organizations have moved away from unstructured on-the-job training
systems to more formal, structured training programs (Rosow and Zager, 1988). This move
illustrates the importance of providing the appropriate training program that enhances employee
capabilities and ultimately the organization’s competitive advantage.

Learning through the workplace refers to learning opportunities that are obtained through the
employment relationship (Evans et al., 2006). They are accessed by workers through their
relationships to the company. “Some employees, such as professional workers, may have an
expectation of access to learning as part of their package of employment benefits or as a
condition of membership of a professional organization” (Evans et al., 2006 p 8). Other
employees may not have such opportunities (Evans et al., 2006). This suggests that these formal
training programs are provided by some companies as benefits that may be incorporated in the
employee package.

As stated by Evans et al., (2006 p 8) “Learning for the workplace refers to learning opportunities
that may be narrowly or broadly defined. An example of the former would be job- related
training, and an example of the latter would be general education, which will be directly or
indirectly related to the job”.

In this study, training is defined as learning opportunities which are accessed because they are
part of the employment conditions or they are provided by the organization for the sake of
enhancing employees’ skills to perform more efficiently at their assigned work.

15
 2.1.4 Training transfer
One of the primary solutions for organizational performance improvement is to allocate an
effective training program as well as human and financial resources (Prieto and Phipps, 2011).
Human capital is considered as one of the most salient organizational capital assets in creating
and maintaining a competitive advantage. Employee and organizational development are
supported by many organizations through investing in considerable recourses and development
programs such as training (Becker et al., 2001 ; Pfeffer, 1994 cited in Lim and Morris, 2006).

Because of the importance of formal training programs for the effectiveness of organizations, it
is essential that firms design and implement training programs in the most efficient way and that
they understand the factors that contribute to training efficiency (Facteau et al., 1995). An
important concern with any training program is the successful transfer of the trained tasks to the
work (Ford et al., 1992). It is clear that the transfer of trained tasks is more than a function of the
quality of the training program (Campbell,1988 cited in Ford et al., 1992).

Companies spend a huge amount of money and time on training to assist employees’ learning of
job related competencies. Companies wishing to improve return on investment (ROI) from
learning and training investments must recognize all factors that impact transfer of learning, and
actively minimize factors inhibiting training transfer (Holton et al., 2000). “For transfer to occur,
learned behaviour must be generalized to the job context and maintained over a period of time on
the job” (Baldwin and Ford,1988 cited in Prieto and Phipps, 2011 p 509). Baldwin and Ford,
1988 (cited in Russ-Eft, 2002) “transfer of training model identified the training inputs as
including trainee characteristics, training design, and work environment”.

Transfer of learning or training refers to applying the knowledge and skills learned at work to
another learning situation (Prieto and Phipps, 2011), this definition will be adopted for the
current study. Prieto and Phipps (2011 p 510) discuss the “issue of personality and training
outcomes by focusing on the individual characteristics (specifically proactive personality,
organizational identification, and self monitoring) that may contribute to the transfer of training”.
This will be further discussed in detail in the following section.

16
 2.1.5 Training transfer variables
Based on previous studies that focused on training transfer (Baldwin and Ford, 1988, Prieto and
Phipps, 2011), and considering factors related to the organizational work environment variable of
this research, this study will focus on two factors that impact training transfer, which are trainee
characteristics and organizational climate. These factors are discussed in the following section.

Trainee characteristics
Learner’s characteristics impact training results, the ability of people and their motivation to
learn influences the amount of knowledge gained (Sackett, Gruys and Ellingson, 1988 cited in
Burke and Hutchins, 2007).

There has been a long history of research investigating the relationship between individual
characteristics and learning (Cheng and Hampson, 2008). This study discusses some of the
trainee characteristics examined in a study by (Burke and Hutchins, 2007) below.

2.1.6 Cognitive ability

Support has long existed for the impact of general mental capability in the training and learning
location (Baldwin and Ford, 1988 cited in Burke and Hutchins, 2007). Clark and Voogel (1985 p
120) argue that “one of the most common and supportable findings in educational research is that
transfer is achieved by students with higher general ability scores”.

Ree and Earles, 1991 (cited in Burke and Hutchins 2007) found that the best measure of
intelligence that predicts training success was general intelligence. Robertson and Downs (1979 )
found trainee ability accounted for sixteen percent of the variance in training efficiency.
Ultimately, Colquitt et al. (2000) echoed earlier findings by performing an extensive meta-
analysis of three hundred and ten studies based on research on training over twenty years and
found the corrected correlation coefficient between cognitive ability and training transfer to be
reasonably high at .43.

In conclusion, cognitive ability is defined in this study as the trainee’s mental capabilities which
impact the training transfer. This emphasizes the importance of selecting trainees with high

17
mental capabilities to transfer the learned knowledge and improve their performance. The
importance of the concept is that it highlights aspects related to trainee capabilities that impact
the successful accomplishment of a training program. These aspects should be taken into
consideration by the company when nominating people for training.

2.1.7 Self-efficacy
Self-efficacy is defined as “self-belief in one’s capabilities to exercise control over events to
accomplish desired goals” (Bandura, 1986 cited in Wood and Bandura, 1989 p 364). The
judgments that trainees build about their competency to perform tasks (Gist et al., 1989), or self-
efficacy, has received strong support in the existing literature for influencing training transfer.
The previous mentioned definition will be adapted for the purpose of this study.

Research has suggested that people with high self-efficacy have strong beliefs in their task-
related capabilities and locate more challenging targets than people with lower self-efficacy
(Bandura, 1986 cited in Chiaburu and Marinova, 2005). Lim and Chan (2003) related self-
efficacy to motivation for skills advancement, and the meta-analysis conducted by Colquitt et al.
(2000) confirmed that self-efficacy predicts motivation to learn.

Some interventions that have been done to enhance learner self-efficacy have resulted in
increases in training performance “indicating self-efficacy is a malleable learner characteristic”
(Burke and Hutchins, 2007 p 266). For example, support for focusing on self-efficacy
development techniques to improve transfer have been established in a variety of situations,
including: (a) “when mastery experiences and supportive feedback were included as a transfer
intervention” (Gist, 1989 cited in Burke and Hutchins, 2007 p 266) (b) “when goal setting and
self-management strategies were used in a post-training transfer intervention” (Gist, 1989 cited
in Burke and Hutchins 2007 p 266) and (c) “when participants used verbal self-guidance as part
of a transfer intervention” (Brown and Morrissey, 2004 cited in Burke and Hutchins 2007 p 266).

Further to previous studies, self-efficacy appeared as an important aspect impacting employee

level of locating of challenging targets, training transfer, motivation for knowledge advancement

18
and training performance. Therefore both participating companies should be aware of the
importance of self-efficacy when selecting the nominated trainees.

2.1.8 Motivation
Motivation to transfer was found as a significant predictor of positive transfer at one year (Axtell
et al., 1997). Motivation to transfer is the intended effort by the learner to employ skills and
knowledge learned in the training location to the workplace (Noe, 1986). This study will adapt
the previous mentioned definition of motivation to transfer by Noe (1986).

Training motivation refers to the intensity and persistence of efforts applied by trainees in
learning-oriented improvement activities, before, during, and after training (Tannenbaum and
Yukl, 1992). This explanation will be used as a definition of training motivation in this study.
“Various motivation-relevant constructs have been examined in training research, including pre-
training motivation and motivation to learn” (Burke and Hutchins, 2007 p 267) .

The impact of pre-training motivation or the learner’s desire and intensity level as measured
before the training intervention on actual transfer outcomes was supported by several researchers
(Chiaburu and Marinova, 2005). Quinones (2005) found that motivation to learn was an
important variable that links pre-training characteristics with training outcomes. Noe (1986)
reported that motivation to learn potentially has a substantial influence on training effectiveness
which was mostly based on prior research in military settings.

The literature highlighted the importance of motivation to transfer and to learn as a predictor of
positive transfer. These issues should be taken into consideration by both participating
companies. And they should both focus on finding ways to motivate their trainees to be more
motivated to learn and transfer. For example Taylor, Russ-Eft et al., (2005) conducted a meta
analysis of behavioural modelling training methods, and found that transfer outcomes were best
when extrinsic components (such as noting transfer in the performance appraisals) were
established in the trainees’ work environments. Thus, finding what motivates employee to
transfer or learn is an important task that needs to be done by the company.

19
 2.1.9 Perceived utility/value
Transfer can be impacted by the value associated with training (Burke and Hutchins, 2007).
Baumgartel, Reynolds et al. (1984) showed that managers who believe in the usefulness of
training or value training outcomes are more likely to apply knowledge learned in training.

Axtell et al., (1997) found learners who perceived training as relevant reported higher levels of
instant skill transfer. Lim and Morris (2006) found that effectiveness of training can be impacted
by: (1) learners’ evaluation of the credibility of the new knowledge for enhancing performance;
(2) a recognized need to develop their work performance; (3) a belief that applying new learning
will improve performance; and (4) new skills that should be practical in order to make the
transfer easy (Warr and Bunce, 1995).

To attain maximal transfer, learners should recognize that the new knowledge will enhance a
related aspect of their job performance (Baldwin and Ford, 1989 ; Clark, Dobbins, and Ladd,
1993 cited in Burke and Hutchins, 2007). Furthermore, Alliger, Tannenbaum et al. (1997)
conducted a meta-analysis of training criteria, and found that trainee utility reactions (for
example the degree learners felt like training was useful to help them perform the job) were more
related to transfer of learning than affective or emotional responses of learners.

Therefore, to obtain maximum training utilization and training transfer, employees should
enhance their beliefs about the usefulness of the training in relation to improving their
performance. Moreover the training should be credible and should provide practical skills to be
transferred. Thus, perceived utility could be defined as an employee beliefs of the training
usefulness that impacts training transfer.

2.1.10 Career/job variables

Job and career variables are influenced by training transfer, thus trainees who scored high on
these variables tended to gain more potential benefits from a training intervention to improve
their existing or future work performance (Kontoghiorghes, 2002). “Career planning deals with
the extent employees create and update specific plans for achieving their goals and career

20
exploration refers to the degree of career value and skill self-assessment activity” (Burke and
Hutchins, 2007 p 270).

Trainees’ transfer is positively impacted by job involvement (Mathieu et al., 1993), which refers
to the extent to which a worker identifies with the job, actively participates in it, and believes
that job performance is important to their self-worth (Burke and Hutchins, 2007). Noe and
Schmitt (1986b) found that trainees that are highly involved in their job were more motivated to
transfer skills to the workplace.

Pidd (2004) found that trainees who identified with groups at work (these groups were described
as employee and manager) showed higher transfer than trainees who did not have an affiliation
with work members or the company. Therefore involvement with groups and tasks results in
more employee interest to transfer knowledge to the work variables.

2.1.11 Locus of control (LOC)

Rotter, 1990 (cited in Ward and Kennedy 1992 p 176) states that “internal locus of control
refers to the perception of positive and negative events as consequences of one’s own
behaviour and as being under one’s personal control”. In contrast, “external locus of
control refers to the perception that these events are not contingent on one’s behaviour,
but are reliant upon factors such as fate, luck, or chance” (Rotter, 1990 cited in Ward and
Kennedy, 1992 p 176). Both definitions will be adopted because of their relevance to the study.

Tziner and Falbe (1993) found no significant relationships of locus of control across four training
outcomes. However, Tziner, Haccoun et al.(1991) found that trainees with an internal locus of
control revealed higher levels of transfer when employing a post-training transfer intervention.
Similarly, Baumgartel, Reynolds et al. (1984) stated that managers with high internal locus of
control were more likely to apply the gained information from training to the workplace.

Colquitt et al., (2000) found that individuals with an internal locus of control are more motivated
to learn however, in their meta analysis locus of control showed a moderating effect in regards to
transfer.

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 2.1.12 Work environment influences

Supportive Organizational Climate

Transfer research has constantly reported that the work environment can impact worker capacity
and opportunity to perform learned behaviour on the job (Rouiller and Goldstein, 1993). Specific
organizational factors in the work environment were pointed as facilitating or impeding transfer
(Kupritz, 2002). According to Kupritz (2002 p 428), “Commonly reported are management and
collegial support, resources and technology to support transfer, timeliness of training (so workers
can try out new learning), relevance of training, and potential application of training on the job”
(Kupritz, 2002 p 428). In this study training is part of the learning environment; moreover the
study model proposes a relationship between learning environment and the support environment.
This issue increases the importance of looking at what factors related to the support environment
influence training transfer.

Previous research stated that organizational factors can also indirectly impact transfer by
diminishing motivation and self-efficacy beliefs and increasing work related frustration (Peters et
al., 1988). Broad, 1997 (cited in Cromwell and Kolb 2004) highlighted an increased emphasis by
organizations on creating a climate that supports training transfer. Trainees start to learn about
the way training is viewed early in their occupations, especially through the socialization process
(Feldman, 1989 cited in Cromwell and Kolb 2004).

The efficiency of a training program can be influenced by events that happen after the trainee
returns to their job (Cromwell and Kolb, 2004). Tannenbaum and Yukl (1992) recommended a
need for a supportive organizational climate in order to facilitate the transfer of training. This
recommendation emphasizes the importance of the presence of a supportive environment that
enables training transfer.

Some actions are indications to trainees about whether training is essential, such as supervisory
actions and the availability of recourses, which inform the trainees about the given amount of
control, involvement, or input that trainees have within the training process (Tannenbaum and
Yukl, 1992). Transfer climate has been defined as a factor perceived by trainees to encourage or

22
discourage exercising the obtained knowledge, capabilities and skills learned from training on
the job (Broad and Newstorm,1992; Goldstein, 1986; and Baldwin and Ford, 1988 cited in
Cromwell and Kolb, 2004). The current study incorporated learning environment and the support
environment under the concept of the organizational work environment; accordingly everything
in the working environment impacts training transfer.

According to the above, organizational climate has a significant impact on the training transfer
process. The organization should provide the appropriate climate to allow a positive transfer such
as supporting the employee to transfer the knowledge and improve performance.

Supportive supervisor
Supervisory support has been recognized as an essential work-environment variable that
influences the transfer process (Richman-Hirsch, 2001). Supervisor support has been defined as
the degree to which supervisors emphasize and support the use of learning on job (Bates, Holton
and Seyler, 1996 cited in Cromwell and Kolb, 2004). This definition will be used in the current
study.

In a study by Huczynski and Lewis (1980), supervisor’s management style and attitude was
considered as the single most important factor impacting the trainees intent to transfer. The
researchers studied trainee motivation to transfer training, their intention to transfer the training,
and organizational factors that restrain or support transfer. The results indicated that thirty five
percent of the participating trainees attempted to transfer what was learned on the job. Of the
thirty five percent, the majority indicated that supervisor support was an important factor in
transferring the learned skills to the job.

Campbell and Cheek (1989) supported the importance of the involvement of supervisors in
regards to transferring training. They asserted that the transfer of newly obtained behaviours to
the work place would be extremely difficult without maintaining supervisory support. This
suggests that trainees could be assisted by their supervisors through: assessing their needs;
establishing instructional strategies; performing training; defining the objectives; and evaluating
the effectiveness of the training.

23
Cohen (1990) found that a supportive supervisor influences trainees’ beliefs when entering a
situation where training would be useful. Facteau et al., (1995) indicated that managers who
perceived a greater amount of support from their direct supervisors showed a greater motivation
for attending and learning from training. In addition, the support of subordinates and peers for
their managers’ training efforts impacted the manager’s ability to transfer their training skills.
Therefore, supervisor support, management style and attitudes, and supervisor involvement are
factors that impact training transfer. As these factors are linked to the support environment
according to this study, investigating its relation to learning transfer is important.

2.1.13 Training evaluation

Training evaluation measures the successfulness of the training program by systematically
collecting data regarding on the training programs ( Goldstein, 1986 cited in Kraiger et al.,
1993). Positive evaluation occurs when particular outcome measures are conceptually correlated
to planned learning objectives. Evaluation is performed “to answer either of two questions:
whether training objectives were achieved (learning issues), and whether accomplishment of
those objectives results in enhanced performance on the job (transfer issues)” (Kraiger et al.,
1993 p 311). As stated earlier, measuring and evaluating training is considered as an important
issue because of the great impact of training programs on organization and employee
performance.

Training Transfer Theories and Constructs

Numerous theories and conceptual frameworks have been used to evaluate the impact and
relationships of training transfer variables (Miles, 1975). Several theoretical approaches were
used by researchers: equity theory, expectancy theory, goal-setting theory, and motivation theory
(Lim and Morris, 2006).

Equity theory is about treating people fairly. Therefore, it relates to people’s perceptions of the
treatment they receive from the organization in relation to others (Adams, 1963 as cited in Lim
and Morris, 2006). Vroom, 1964 (cited in Lim and Morris, 2006) mentioned that individuals

24
pursue equity when they think that they should receive rewards related to their jobs. Neo and
Schmitt (1986) explained that people may get involved in training to achieve equity in pay or
other rewards. According to this situation, there is a greater chance that learning will occur and
transfer to the job will occur (Noe and Schmitt, 1986b).

Lim and Morris, (2006) stated that “expectancy theory predicts that certain behaviours are
followed by desirable outcomes or incentive awards”. According to Locke, 1968 (cited in Lim
and Morris 2006 p 87) “goal-setting theory explains how and why behaviour is facilitated or
restrained in the pre-training, training, and post-training processes”.

Equity, expectancy, and goal-setting theories were considered as supporting theories for
motivation to transfer (Yamnill and McLean, 1968 cited in Lim and Morris 2006).
Kontoghiorghes, 2002 (cited in Lim and Morris, 2006 p 87) “classified trainees’ motivation into
two types: (1) motivation to learn and (2) motivation to transfer”.

According to this classification, motivation to learn is a trainee’s intrinsic or extrinsic desire to

attain a high level of learning, and motivation to transfer is the application and use of the
learning from training program to the trainee’s job or tasks (Noe and Schmitt, 1986b). “A
recurring finding from the literature review is the interaction of relationships among the transfer
theories. For example, expectancy, equity, and goal setting influence personal motivation to
transfer, and high motivation for learning and transfer may influence expectancy and goal setting
for transfer” (Lim and Morris, 2006 p 87).

2.1.14 Past studies

Previous studies conducted on organizational work environment are presented in table 1 on the
following pages.

25
Table ‎2.1 Past studies on organizational work environment

Authors Topic of Study Participants Key findings

Jaramillo Examined a model focused on two

342 sales The effect of role stress on emotional exhaustion, job attitudes, and
et acute workplace stressors:
employees behaviour is mediated by work overload and interpersonal conflict.
al.,(2011) interpersonal conflict and work
working for four
overload and their interrelationships
large financial Work overload has an important effect in the stressor-strain process.
with role stress, emotional
institutions in
exhaustion, job attitude, working
South America
smart, job performance and
turnover intentions. The moderating
role of working smart on the
relationship between work overload
and interpersonal conflict was also
examined.
Investigated predictors of The sample was The study points that three monitoring, flexibility and work
Annakis,
employees’ job satisfaction from from three environment are significantly related to CSR job satisfaction.
et al.
the labour process and equity Australian call Developing an understanding.
(2011)
theoretical perspectives. They centres operating The study provided new insights on how to manage efficiently job
highlighted the implications for in a variety of satisfaction within call centre environments through the incorporation
HRM. Qualitative approach was business sectors. of more multi-dimensional features that are believed to be strong
used and data were drawn from in determinants of CSR job satisfaction.
depth focus groups of customer
service representatives (CSR).

26
 35 Dutch The impact of job satisfaction on customer satisfaction is twofold. In
Vermeer Work environment characteristics,
municipalities companies in which workers are more satisfied with their jobs,
et al. job satisfaction, and customer
customers satisfaction increases with the empathy of the workers, but
(2011) satisfaction were examined by
the waiting times for services tend to increase concomitantly.
comparing customer satisfaction
Results indicated that the work environment characteristics effect job
data with data on the well-being of
satisfaction. These outcomes have some implications for human
front-office workers
resource management (Vermeere et al., 2011).
167 bank officers Most of the respondents had a level of stress that ranged from
Kartinah Investigated the sources of stress at
from a leading moderate to high, “with the most stressful factor being those
and Tiong workplace and its relationship with
Malaysian bank pertaining to the intrinsic aspects of their banking job” (Kartinah and
Ming, job satisfaction with officers
who completed a Tiong Ming, 2011 p 403). Gender didn’t show any significant
(2011) working in a fast-pace working
questionnaire that correlation with the bank officers’ workplace stress. All the variables
environment.
measured each of under organizational characteristics were confirmed to have an

Statistical analysis such as factor the study important relationship with workplace stress with organizational

analysis, frequency analysis, variables. climate and structure being the most important. All the variables

correlation analysis and regression under study (job satisfaction and organizational characteristics) are

were employed. positively linked to each other with the strength of relationships
ranging from 0.192 to 0.620.
2200 individuals Regression analyses pointed that proximal job characteristics were
Shalley, Examined the degree to which work
were surveyed more strongly linked with a combined objective and perceptual
Gilson et environments are structured to
measure of job-required creativity than were distal organizational
al. (2000) accomplish the creative
characteristics. Higher job satisfaction and lower intentions to leave
requirements of jobs.
were related to people whose work environments complemented the
creative requirements of their work.

27
 Conducted a field study testing the 710 participants The results of discriminated analyses highlighted that worker job
John,
relative efficacy of individual and represented ninety attitudes were associated to both personal and organizational
(1975)
organizational characteristics in percent of a characteristics but most strongly to the organizational structure
accounting for worker job attitudes regional office of characteristics. “Canonical correlation analyses, construing
and then examined the a large, multiline perceptions of the work environment as an explanatory intervening
effectiveness of using the perceived insurance variable, indicated that the organizational structure characteristics
work environment as an intervening company of the were indeed referencing important employee organizational
variable that might add to the work force. experiences” (John, 1975 p 371). These experiences which were
understanding of the relationship assessed by workers perceptions of the work environment were much
between the objective more strongly linked to characteristics of the workers location in the
organizational structure company than to his personal characteristics. The canonical
characteristics and the workers' correlations between perceptions of the work environment and job
affective reactions. A major attitudes was even more directly and more powerfully demonstrated
contribution of the study was the by the strong relationship between the work environment and
development and the use of a employee reactions. It was concluded that workers in different places
comprehensive measure of the in the organizational space perceived the work environment
perceived work environment. differently. Most probably, “these different work environment
experiences resulted in their using different frames of reference for
evaluating the work situation and, therefore, differences in their
attitudes” (John, 1975 p 371). To understand the relationship between
organizational structure characteristics and job attitudes, perceived
work environment can be construed as an intervening variable that
can be used.

28
 4, 200 members The occurrence of bullying and harassment is considerably linked
Einarsen Aimed at exploring relationships
of six different with all the seven measures of work environment applied in the study
et al., between organizational and social
labor unions, which are (challenge, social climate, leadership, work control, role
(1994) work conditions and the amount of
together with a conflict, role ambiguity and work load.
bullying and harassment occurrence
total of 500 Low satisfaction with leadership, work control, social climate, and
at workplace.
members of the particularly the experience of role conflict were mostly strongly
Norwegian correlated with bullying.
Employers' Different work conditions are correlated to bullying in different
Federation. 2215 organizational settings. Role conflict showed a partial relationship
responses were with bullying in all subsamples. “Work conditions account for ten
received showing percent of the variance in bullying, ranging from seven percent to
a response rate of twenty four percent in the different sub-samples”(Einarsen et al.,
47%. 1994 p 381). The results show that both the victims of bullying and
the observers of bullying report a low-quality work environment.
186 workers Analyses was conducted through a structural equation modelling
(Chiaburu Tested the predictors of skill
surveyed on using EQS show that individual dimensions, such as mastery-
and transfer from an instructional to a
individual approach goal orientation and training self-efficacy, are linked to pre-
Marinova, work environment. Individual
dimensions and training motivation.
2005) dimensions included goal
contextual factors. Contextual factors, such as peer support, predicted both pre-training
orientation and training self-
motivation and skill transfer, while supervisor support was not linked
efficacy, and contextual factors
to either pre-training motivation or skill transfer. Pre-training
included supervisor and peer
motivation, in turn, was linked to knowledge transfer.
support.

29
In reviewing the organizational working environment in the literature, very few studies were
found to have examined the relationships between the organizational work environment, job
satisfaction and the innovative climate. Therefore, this study is unique in testing such
relationships, especially when focusing on the telecommunication sector in the Jordanian
context.

The upcoming section will focus on the concept of job satisfaction.

2.2 Job satisfaction

Social scientists’ efforts over decades on conceptualizing job satisfaction have led to a high level
of agreement on the construct of job satisfaction (Oshagbemi, 1999). The concept is defined in
different manners according to different authors, and this section outlines some of these
definitions as shown below.

“Job satisfaction is conceptualized as a general attitude toward an object, the job” (Oshagbemi,
1999 p 388). Mihajlovic et al., (2008) stated that the concept of job satisfaction was initially
proposed by Hoppock (1935). According to him, job satisfaction consisted of workers’ feelings
toward their working environment and what satisfied them both psychologically and physically
(Hoppock,1935 cited in Mihajlovic et al., 2008). These feelings are derived from workers
subjective reactions toward their working environment (Mihajlovic et al., 2008).

Locke, 1976 (cited in Clark 1996 p 90) defines job satisfaction as “a pleasurable or positive
emotional state resulting from the appraisal of one’s job or job experiences”. Satisfaction,
according to many schools of thought, depends on the person’s expectations, requirements
(physical and psychological) and values (Clark, 1996). More specifically, work attributes that
involve mental challenges such as autonomy, responsibility and learning opportunity are linked
to satisfaction, “although the relationship is concave: too much mental challenge can bring
about dissatisfaction as well as too little” (Clark, 1996 p 90). Hence both challenge and some
measure of achievement are essential. In this study job satisfaction is examined through focusing
on factors impacting employees both psychologically and physically. These factors are believed
to be the main drivers of satisfaction in the examined companies.
30
Cribbin, 1972 (cited in Mihajlovic et al., 2008) suggested that job satisfaction was the total of
feelings concerning the working environment, which incorporate the job itself, supervisors,
employee working groups, the firm, and even family life, as cited in (Mihajlovic et al., 2008).
This explanation focused only on factors related to the psychological factors in the working
environment that impact the employee’s perceptions.

As cited in Locke (1969 p 316) job satisfaction is “the pleasurable emotional state resulting from
the appraisal of one’s job as achieving or facilitating the achievement of one’s job values”. While
“job dissatisfaction is the unpleasurable emotional state resulting from the appraisal of one’s job
as frustrating or blocking the attainment of one’s job values or as entailing disvalues” (Locke,
1969 p 316). Both definitions provide an insight of differentiation between satisfied and
unsatisfied employees.

Several studies investigated what factors or aspects augment satisfaction for workers. For
example, Clark (1996 p 191) stated that higher job satisfaction may occur from improvements in
the objective aspects of the work, from reduced expectations about the job, “or equally from a
realignment of values so that dissatisfying aspects of the job are downplayed, while those that
please are given greater weight”. “Locke’s favored formulation of satisfaction is as the weighted
sum of the discrepancies between how much of a certain valued aspect of working a job
delivers and how much of this aspect the individual desires or expects; the weights in this
summation are given by the individual’s valuation of the different aspects of the job” (Clark,
1996 p 191).

As shown above several researchers defined job satisfaction in different ways. However this
study will adopt Locke (1969 p 316) definition of job satisfaction which was mentioned
previously as ‘a pleasurable or positive emotional state resulting from the appraisal of one’s job
or job experiences”.

2.2.1 The importance of the study of job satisfaction

Measuring job satisfaction is important for two reasons. First, it is a measure of a person’s
physical and mental well being, for example job satisfaction is relevant to human health
(Oshagbemi, 1999), and “many social scientists would consider the distribution of welfare to be

31
one of their principal concerns” (Clark, 1996 p 189). Work is an essential part of individual’s
lives because the majority of people spend a large amount of their lives at work (Oshagbemi,
1999). Understanding factors relevant to job satisfaction is important to improving the well being
of a significant amount of people (Oshagbemi, 1999).

Second, it’s an implication for work related behaviors such as productivity, turnover and
absenteeism. Therefore it makes economic sense to judge whether job satisfaction can be
enhanced, and how this enhancement could be achieved (Oshagbemi, 1999). The analysis of job
satisfaction may give “a number of insights into certain aspects of the labor market” (Clark, 1996
p 189). A worker’s decision about their labor force involvement, whether to remain in a job or to
quit, and how much effort to devote to their work all depends on the employee’s subjective
assessment of their work, in other words on their job satisfaction (Clark, 1996). The other side of
the labor market consists of companies desiring their workers to be satisfied (Clark, 1996).
Maintaining an adequate and skilled labor force is a requirement for a well-functioning
organization, “but is sometimes difficult to realize when conditions, such as a good economic
situation, a tight labor market and an ageing workforce, tend to increase the turnover of the
Workforce” (Van Saane et al., 2003 p 191) . It can be hypothesized that employees’ job
satisfaction could function as a buffer against a high turnover (Vandenberg and Lance, 1992).
Moreover, “job satisfaction could also buffer against other negative influences in the workplace,
such as occupational stress. For these reasons, attention paid to job satisfaction of employees
may prevent staff shortages in the future and may even cut costs”(Vandenberg and Lance, 1992 p
191).

The topic of job satisfaction gained considerable attention by practitioners and researchers
(Spector, 1985). Lock, 1976 (cited in Spector 1985) extended his calculations on job satisfaction
articles in 1985, which yielded an estimation of 4,793 articles. However in all these articles, little
research was found regarding human service employees (Spector, 1985). Sarata (1974) found
fewer than 20 studies focusing on human services, and most of these were concerned with
nurses. During the late 1970s, attention to human service workers' job satisfaction started to
increase, with studies focused on comparisons to industrial employees (Frontz 1978; Zaharia and
Baumeister, 1979 cited in Spector 1985) and what causes satisfaction (Dorr, Honea, and Pozner,
1980 cited in Spector 1985). The findings also indicate that most job satisfaction studies on

32
industrial organizations were conducted before service organizations were prolific. This
statement provides further incentive to investigate the topic of job satisfaction in the service
sector.

The literature suggests that job satisfaction has been a matter of growing attention for those
concerned with individuals’ well being and organizational efficiency. The consequences of job
satisfaction are very important to any company in regards to its efficiency, productivity,
employee relations, absenteeism and turnover, as well as to the employee in terms of health and
well being. Therefore job satisfaction was considered as a significant factor to be explored in the
study.

2.2.2 Consequences of individual’s well-being

The pursuit of well-being or “happiness” appears to be one of the most persistent topics of
human interest ( Russell, 1930 cited in Wright and Cropanzano, 2000). Generally when
researchers use the expression happiness, they are generally referring to a person’s psychological
or subjective well-being (Diener, 1994 cited in Wright and Cropanzano, 2000). The term well-
being has been preferred by scholars to avoid “the imprecision and lay connotation captured in
the looser term happiness” (Diner, 1994 cited in Wright and Cropanzano, 2000 p 84).

“Psychological well-being is usually defined in terms of the overall effectiveness of an

individual's psychological functioning (Sekaran, 1985 ; Martin, 1984 cited in Wright and
Cropanzano, 2000 p 86). More specifically, on the basis of the circumplex model of emotion,
psychological well-being measures the pleasantness dimension of people’s feelings ( Russell,
1980 ; Russell, Weiss and Mendelsohn, 1989 cited in Wright and Cropanzano, 2000).

Wright et al. (1993) found that psychological well-being was positively related to supervisory
ratings of performance. A significant relationship was found between employee well-being and
job performance by (Wright and Bonett, 1997). Furthermore, past studies showed a relationship
between well-being and job satisfaction, for example (Diener et al., 1999; Judge and Locke,
1993 and Wright and Cropanzano, 2000). The previous studies emphasized the importance of

33
psychological well-being as it impacts job satisfaction and job performance. Thus it impacts both
the company and individual.

Numerous facets of job conditions have been observed to be associated to the occurrence of
stress and, ultimately, health outcomes (Pugliesi, 1999). “Among the job conditions that are
potential sources of stress for workers are the interpersonal or psychosocial features of the work
situation” (Pugliesi, 1999 p 126). Recently, researchers have concentrated much more on these
social dimensions of job experiences. Accordingly, social relations at work were considered as
an important component that might create work stress which influence heath outcomes and
consequently well-being.

Studies of work stress point out that numerous distinct work conditions determine the level of
stress experienced by employees across jobs (Pugliesi, 1999). “Early research on work stress
focused on features of the physical work environment or the physical and cognitive demands of
work tasks” (Sauter and Murphy, 1995 cited in Pugliesi, 1999 p 127). This demonstrates another
cause of work stress which occurs from conditions related to physical work environment or task
work demands.

Karasek, 1990 (cited in Pugliesi 1999) in his model of “The demand-control" stated that
demands and control have interactive impacts on job stress; jobs that have high demands and low
control ("high-strain" jobs) are the most stressful for employees. Research on staff has found that
incumbents of high-strain jobs have a greater risk of suffering different health problems and
psychological distress (Karasek, 1990; Radmacher and Sheridan, 1995 cited in Pugliesi, 1999).

Dissatisfied workers face stress, and job stress is increasing and has become a challenge for the
organization because it results in low productivity, increased absenteeism (Meneze,2005 cited in
Malik et al., 2010). Therefore considering employee well-being and factors that impact it is
important for organization survival and employee health.

34
 2.2.3 Job satisfaction outcomes on organizational performance
According to Gholami, Yazdkhasti et al.(2011 p 509), job satisfaction is one of the essential
concepts that play a critical role in increasing job performance among workers and “considered
as a determinant for most of the organizational variables”. Job satisfaction impacts several
elements such as productivity, employee commitment, absenteeism and turnover. This section
will discuss these elements which are believed to have a great impact on organizational
performance as proved in the literature.

Commitment
According to Spector (2003) organizational commitment is the extent to which a worker is
dedicated and loyal to their company. This study will use this definition for its suitability to the
study.

Meyer and Allen provided the most important and acknowledged definition of organizational
commitment (Meyer and Allen,1984 cited in Sarwat et al., 2011 p 661). According to them there
are three aspects of organizational commitment:

1- Affective commitment, “An employee's emotional attachment to, identification with, and
involvement in the organization”

2- Normative commitment, “an employee's feelings of obligation to remain with the

organization”

3- Continuant commitment: “commitment based on the costs that employees associate with
leaving the organization”

Job commitment has a positive impact on job satisfaction when job commitment is high. Job
satisfaction also increases as workers’ commitment with the work has a long term relationship
with job satisfaction (Qureshi et al., 2011). Job satisfaction increases when employees are
committed to their job (Qureshi et al., 2011). Therefore examining the job satisfaction variable is
considered to be important for the study when considering it as an outcome of employee
satisfaction.

35
For decades, considerable attention has attracted academics to the topic of organizational
commitment (Yang et al., 2011). Organizational commitment was noted by many researchers to
be an explanatory variable in a number of organizational outcomes, including organizational
effectiveness, turnover intentions, productivity, absenteeism, and job performance (Wong and
Law, 2002).

America & Aranya, 2010 (cited in Sarwat et al. 2011) found that professional commitment is
considered as the most important predictor of organizational commitment. Many factors are
indicated to impact organizational commitment (Sarwat et al., 2011). Organizational
commitment has a positive impact on organizational performance (Sarwat et al., 2011). If the
workers are more committed to the company then the company achieves their goals efficiently.

Empowerment has a strong impact on organizational commitment (Sarwat et al., 2011). When
workers feel that they are empowered and have a clarified vision, motivation will increase, and
ultimately they will be more committed to their job and workplace (Avolio et al., 2004).

Transformational leadership is positively linked to organizational commitment, while

transactional leadership has a nominal influence on organizational commitment. Therefore
transformational leadership has stronger relationship and impact on organizational commitment
(Lee, 2004). This suggests that there is an impact of the leadership style on employee work
commitment.

Factors related to commitment are examined in this study, for example empowerment, leadership
style, and work load are part of the work environment; however they are linked to satisfaction.

When a company is facing organizational change, such as re-structuring or merging, it will cause
anxiety, stress, and insecurity for employees, and result in a negative impact on employee
productivity, satisfaction, and commitment toward the company (Ashford et al., 1989 cited in
Malik et al., 2010). Considering commitment is impacted by restructuring and merging
procedures, this outcome is considered to be important in relation to the study.

36
Turnover
The organizational literature consists of models about behaviors, situations, and attitudes, that
search for an explanation of worker turnover (Swider et al., 2011). The reason for the vast
amount of research on turnover can partially be linked to the desire of practitioners to reduce the
financial costs related with turnover (Hom and Griffeth, 1995 cited in Swider et al. 2011).

Swider et al. (2011 p 437) present results that “indicate that job search had a stronger
relationship with turnover when employees were less embedded, had lower job satisfaction, and
had more employment alternatives”. Job satisfaction has a consistent relationship with
absenteeism and turnover rates (Barber, 1986). Hiring, training , and orienting new workers is
inefficient and expensive for the company (Martin and Schinke, 1998). Accordingly, it could be
noticed that job satisfaction impacts employee decisions on quitting/keeping their jobs and
absenteeism. Organizations should be aware of this, and avoid turnover causes, because
recruiting and training new employees is relatively costly.

“When employees components of job satisfaction— satisfaction with pay, promotion,

supervision, co-workers, and the work itself have been studied, fairly consistent relationships
also have been found with the propensity to remain (Porter et al., 1974 p 603-604). However
these findings are not universal, as some researchers found some of these factors were unrelated
to withdrawal ” (Porter et al., 1974 p 603-604).

In spite of these results, the researcher thinks that turnover is an important job satisfaction
outcome for the study, because of the hiring costs. Especially when focusing on the
telecommunication sector where employing highly trained and educated people is an important
requirement.

Absenteeism
According to Hackett (1989), worker absenteeism is a costly staff problem attracting the
attention of both theoreticians and practitioners. Absenteeism is supposed to occur when workers
are not present at their work when they are expected to be, according to the schedule (Brooke,
1986 cited in Shahzad et al., 2011). This explanation of absenteeism will considered as a suitable
definition for this study.

37
Extensive research on this topic has looked at the links between absence from the job and work
related attitudes such as organizational commitment and job satisfaction. Hanisch and Hulin,
1991 (cited in Abraham, 1998 p 156) theorized that absenteeism and other withdrawal behaviors
such as turnover, reflect ‘‘invisible’’ attitudes such as job dissatisfaction, low level of
organizational commitment, or an intention to quit”.

Therefore workers who are highly satisfied with their work or highly committed to the
organization will avoid withdrawal behaviors and retain continued attachment to the job.
Reducing cost and maintaining productivity should be one of the major focus of any successful
organization. As satisfaction was proved to be linked to absenteeism in the literature, this study
highlighted the concept because of its relevance and impact on the examined companies.

Productivity
Malik et al., (2010) stated that firms strive to increase productivity. Achieving this goal is
associated with finding out and maintaining high performing, committed and satisfied workers
(Malik et al., 2010). Ju et al.,2008 (cited in Malik et al., 2010) suggested that the employers
should offer the workers benefits to strengthen the organizational commitment that in turn boosts
employee productivity and performance. Productivity is an important element impacting the
organizational performance. Knowing the causes of maintaining productivity is essential.
Therefore organizations should find ways to satisfy their employees to increase their
commitment level.

Human Resource Management (HRM) activities influence productivity (Malik et al., 2010).
Pritchard, 1992 (cited in Malik et al., 2010 p 202) “explained productivity as a blend of
efficiency and effectiveness that is the quality of resources used and the achievement of targets
by using the same resources”. Satisfied workers tend to be more productive, committed and
creative in their organization (Al-Aameri, 2000).

Highlighting the relationship between productivity and job satisfaction is important to the study,
especially when focusing on the telecommunication sector where productivity is major
requirement especially in such a competitive market. Moreover, suggesting that companies

38
should try to maintain a level of commitment at work by developing certain methods such as
training is considered as important to sustaining productivity.

2.2.4 Measuring job satisfaction

Job satisfaction is normally measured with interviews or questionnaires applied to the job
incumbents in question (Spector, 1997). Even though interviews are used in some cases, most
studies were conducted with questionnaires (Spector, 1997). That is because interviews are
expensive and consume time (Spector, 1997). In contrast, surveying with questionnaires can
involve a large number of people with little effort and expenses (Spector, 1997). Furthermore,
questionnaire responses are easier to quantify and standardize (Spector, 1997). “However it is
possible to get more extensive information in an interview, as respondents can elaborate about
the issues that they are discussing”(Spector, 1997 p 5). In addition, interviews have a less
constrained format, which allows the emergence of issues that are not planned by the researcher
(Spector, 1997). Respondents can state their own areas of satisfaction or dissatisfaction, aiding in
designing a questionnaire in the initial steps (Spector, 1997).

The easiest way to measure job satisfaction is to use one of the existing scales such as Job
Satisfaction Survey (JSS). There are many advantages of using an existing job satisfaction scale.
First, many of the obtainable scales cover the main aspects of satisfaction. Second, “most
existing scales have been used a sufficient number of times to provide norms, which are the
means on each fact for people in general within a given population, such as all private sector in
the united states. Comparison with norms can help with the interpretation of results from a given
organization” (Spector, 1997 p 6). Third, existing scales have been shown to demonstrate an
acceptable level of reliability. Forth, using such scales provides good evidence for construct
validity. Finally, using an existing scale saves on the cost and time needed to develop a survey
from scratch.

The main disadvantage of using an existing scale is that it “will be limited to only those facets
that the developers chose to place in their instrument. The facets of most scales tend to be
general, which make them applicable to most organizations” (Spector, 1997 p 7).

39
Spector (1997) mentioned that many job satisfaction scales have been developed such as the JSS,
The Job Descriptive Index (JDI) (Smith, Kendall and Hulin, 1967), The Minnesota Satisfaction
Questionnaire (MSQ) (Weiss, Dawis, England and Lofquist, 1967), and the Job Diagnostic
Survey (JDS) ( Hackman and Oldham, 1975).

This study will discuss the JSS because of its relevance to the study. The questionnaire was
partially focused on aspects relevant to the study.

The Job satisfaction survey (JSS)

The JSS was designed by Spector, 1985. It examined nine facets of job satisfaction, also the
overall job satisfaction (Spector, 1997). These factors are,

Pay: raises and pay satisfaction.

Promotion: satisfaction with promotion chances.

Supervision: satisfaction with employees’ current supervisor.

Fringe benefits: fringe benefits satisfaction

Contingent rewards: satisfaction with rewards monetary or non- monetary which are given for
good performance.

Operating conditions: satisfaction with the company rules and procedures

Coworkers: satisfaction with colleagues

Nature of work: satisfaction with the kind and type the performed work.

Communication: satisfaction with communication within the company.

The scale includes 36 items “and uses a summated rating scale format”(Spector, 1997 p 8). This
format is the most well known scale for job satisfaction (Spector, 1997). The format of the JSS
facilitates the way to modify it. “Each of the nine facet subscales contain four items, and a total
satisfaction score can be computed by combing all of the items. Each item is a statement that is
either favorable or unfavorable about an aspect of the job”(Spector, 1997 p 8).

40
In this study the aim was to choose questions that were relevant to the study, however other past
studies aided in the development of the full survey.

2.2.5 Factors influencing job satisfaction

This section illustrates factors linked to job satisfaction and were believed to be relevant to the
study. These factors are, job content, career development, salary, and work hours.

Job content
Job design theories and research in psychology and the organizational sciences have
concentrated almost entirely on job enrichment and enlargement (Ford, 1969; Herzberg, 1966
cited in Campion, 1988), or on job characteristics such as the amount of variety, responsibility,
and interpersonal relations provided by a job, which appear to be related to employee attitudes
and behaviour (Hackman and Lawler, 1971). This structure focuses on those features of jobs that
improve “psychological meaning and motivational potential, such as variety, autonomy, and task
significance” (Campion, 1988 p 467). According to this study, job design is defined as a variety
of tasks assigned to each employee.

Job enrichment is linked to job routine and is indicated as an important outcome. Job routine
occurs when tasks are limited and repeated. “Changes in job characteristics introduced by
behavioral scientists are intended to affect the work content and the relationships of employees to
their jobs and to each other”(Denise, 1977 P 18). Accordingly, examining job content in relation
to job satisfaction is considered to be important.

“The literature on job attitudes and task design has been dominated by the need-satisfaction
paradigm, a model which asserts that people have needs, jobs have characteristics, and job
attitudes (and motivation, in some versions) result from their conjunction”.(Salancik and Pfeffer,
1978 p 224). According to the need-satisfaction paradigm job design, implementing a proper job
design increases satisfaction and performance through motivating employees.

41
Many scholars have argued the importance of redesigning a job. However they emphasized the
importance of recognizing the role of each division in order to come up with appropriate
changing strategies. Hackman et al., 1974 (cited in Rousseau, 1977) presented a theoretical base
for job redesign along with highlighting the importance of analyzing the task of the department
within the company prior to developing change strategies. It also identifies the role of technology
in limiting change strategies.

According to the above, job content is seen to be an important factor that influences satisfaction
and performance. Thus, job content was chosen as a factor impacting job satisfaction for its
appropriateness to the study.

Career development
Performance appraisals allow an employee to know the degree of match between his
performance and the supervisor’s expectations and to spot areas that require development or
training (Boice and Kleiner, 1997). Therefore it could be defined as the process which allows an
employee to know the degree of match between his performance and the overall company goals.
Also it provides the company with a rich resource of information about what needs to be done to
improve the company and employee efficiency.

The performance appraisal system plays an essential role in managing human resources (Cardy
and Dobbins, 1994); therefore much research has been conducted to understand the appraisal
system (Mayer and Davis, 1999). Murphy and Cleveland (1991) noted that much of this research
has concentrated on issues related to appraisal formats and minimizing bias from evaluators.
They suggested paying further attention to the criteria by which appraisal systems are judged.
Moreover, focus should be put on the reactions of the rated employee to the appraisal system
(Mayer and Davis, 1999). Efforts made by practitioners to minimize bias and pay attention to
employees’ reactions to their appraisal reflect the importance of its impact on employee
satisfaction and ultimately on the company performance.

One reason for the importance of this concept is the wide range of uses of performance appraisal
information in most companies (Feild and Holley, 1982). For example, “appraisal information
has been used for making organizational decisions in areas such as personnel layoffs,

42
promotions, and transfers; development and evaluation of training programs; wage and salary
determination; and as criteria for selection procedure validation studies” (Feild and Holley, 1982
p 392). Thus, maintaining an appropriate performance appraisal system allows the company to
use it for the benefit of the company and the employee. The company will be supported with a
well fixed system, allowing the maximum utilization from its human resource. Moreover,
employees will benefit from the system outcomes such as training and promotion.

Cummings, 1983 (cited in Mayer and Davis, 1999) investigated the impact that the performance
appraisal process can have on workers’ trust for the company. Further, he proposed that if the
results of appraisals were fed back to the appraised employer, trust will be enhanced.
“Employees have a legitimate need to know how their performance is viewed. At a basic level,
without adequate communication between the employee and the supervisor, undesirable work
habits may be formed or good work habits may be modified” (Boice and Kleiner, 1997 p 197) .
Performance appraisal provides a clear picture to the employee about their actual performance
and enhances trust between employees and the company.

Developing an appraisal system that precisely reflects worker performance is a difficult mission
(Boice and Kleiner, 1997). “Performance appraisal systems are not generic or easily passed from
one company to another; their design and administration must be tailor-made to match employee
and organizational characteristics and qualities” (Henderson, 1984 cited in Boice and Kleiner,
1997 p 197).

Therefore, it’s important to employ an appropriate performance appraisal system for both the
company and its employees. Hence the appraisal accuracy affects employee reactions and
ultimately impacts the company. Argyris, 1964 (cited in Mayer and Davis, 1999) stated that trust
for management is essential to productivity-related outcomes. The literature indicated that it’s a
worthwhile variable to be investigated in relation to job satisfaction. Performance appraisal was
found to be important to the study, as it contributes to the company success in many ways, for
example, aiding in determining the appropriate training program. Managing human resources in
the telecommunication sector is essential for company survival in such a competitive market.

43
Salary
Compensation has been defined for several years as the financial returns a firm offers to its
employees. Recently, a few theories are stating a broader view by defining compensation as a
bundle of valued returns, which is offered to employees as an exchange for their contributions
(Cappelli and Rogovsky, 1994). Tekleab, Bartol et al. (2005) conducted two related studies that
examined the effect of satisfaction with pay. The first study involved a group of 228 managers;
they found that pay increases satisfaction. According to the World Bank Jordan has been
classified as a “lower middle income country” (Background Notes on Countries of the World:
Jordan, 2008).

Therefore it is also important to examine this factor in the Jordanian context especially when
considering that wages are low in the country.

Work hours
Several studies on designing an appropriate work schedule were done to enhance the quality of
working life and worker productivity. Workers working under flexible time system will be more
productive, and less absent (Orpen, 1981). This indicates that employees are satisfied with their
working environment. Moreover, Orpen (1981) indicated that a flexible working hours system
will make employees more satisfied and committed.

Pierce and Newstrom (1980 p 117) found that “strong interest in different work schedules has
been evidenced by continued experiments with compressing the work week into fewer hours
and/or days, by innovations in part-time employment, and by the introduction of various
discretionary time systems”.

Flexible working design has became increasingly popular (Pierce and Newstrom, 1980). Pierce
and Newstrom (1980 p 118) stated that one of the most famous discretionary systems is the
“flexible working-hour arrangement”.

Two essential work schedules (i.e., flexitime and variable working hours) help to describe
flexible working hours. Flexitime, in its pure form, is a system under which a worker makes a
daily decision regarding the time of day to begin work (Pierce and Newstrom, 1980), and this
44
definition will be adopted for the current study. In some flexitime systems the employee is
allowed to define the starting and quitting time, as well as break time and its duration (Pierce and
Newstrom, 1980).

However some companies that adopt flexible working hours define a core time period during
which all workers are expected to work and then allow a time before and after this period to be
chosen (Orpen, 1981).

In light of the previous discussion, flexible working hours is an important factor for the company
and for employee efficiency. Moreover, it impacts the work environment, job satisfaction and the
innovative climate of the organization. Therefore the variable was selected for its relevance to
the study on job satisfaction.

2.2.6 Past studies on job satisfaction

Extensive research has been done by scholars aiming at identifying factors influencing job
satisfaction. Table 2.2 below outlines some of past studies examining different types of factors.

45
Table ‎2.2 Past studies on job satisfaction

Authors Topic of study Participants Key findings

Martin and Studied the organizational “Two hundred The study reported that levels of job satisfaction and burnout are within
Schinke 1998 and individual factors family/children and normal limits. Psychiatric and family/children workers reported equal
influencing job psychiatric workers levels of job satisfaction, but the latter group reported significantly higher
satisfaction and burnout of seven social burnout levels.
of mental health workers. service
Both groups were satisfied with the amount of the praised given by
They stressed that it’s organizations were
supervisors and were dissatisfied by the salary levels and promotions
important to examine both surveyed.
opportunities.
factor because, job Instruments used
satisfaction has financial were the Minnesota These three factors were linked to employee satisfaction and burnout
and social effects and Satisfaction levels of both groups.
burnout has Questionnaire, the
physical/psychological Maslach Burnout As illustrated the study identified what organizational and individual
damaging. Inventory and the factors impacts job satisfaction and burnout. The results showed that
Staff Burnout Scale satisfaction and burnout is impacted by the amount of praise, salary and
for health promotion levels.
professionals”
(Martin and
Schinke, 1998 p
52)

46
Shader et al., Examined the Nurses from 12 Results showed that increased job stress yield to lower group cohesion and
(2001) relationships between units in a 908 bed satisfaction and higher anticipated turnover. Higher work satisfaction
work satisfaction, stress, university hospital showed higher group cohesion and the lower turnover. The more stable
age, cohesion, work in the southeast work schedule leads to less work stress the lower turnover. And higher
schedule, and anticipated answered group cohesion, “and weekend overtime were all predictors of anticipated
turnover in an academic questionnaires on turnover. There are differences in the factors predicting anticipated
medical center. one occasion. turnover for different age groups” (Shader et al., 2001 p 210). The current
study concludes that job stress leads to lower group cohesion and
Nurse perception of
satisfaction and higher turnover. Moreover the higher satisfaction the
work stress, work
lower turn over the higher group cohesion. Also higher group cohesion,
satisfaction, group
and weekend overtime were all predictors of predictable turnover. In
cohesion and
addition, stable work schedule minimizes work stress. However age
turnover were
showed a relationship for the prediction of turnover.
measured

Eisenberger Examined the Perceived 295 employees The favorableness of high-discretion job conditions was discovered to be
et al., (1997) Organizational Support, were sampled and much more closely related with POS than was the favorableness of low-
Discretionary Treatment, drawn from a discretion job conditions. No correlation was found between job
and Job Satisfaction . variety of conditions and satisfaction.” To decide how much the organization values
companies their contributions and well-being, employees distinguish job conditions
whose favorableness the organization readily controls versus job
conditions whose favorableness is constrained by limits on the
organization's discretion”(Eisenberger et al., 1997 p 812).

47
Shipton et al., Investigated the Data were collected The results showed that “aggregate job satisfaction was an important
(2006) relationship between from 3717 workers predictor of subsequent organizational innovation, even after controlling
aggregate job satisfaction in 28 UK for prior organizational innovation and profitability” (p. 404). Job variety
and organizational manufacturing and a commitment to “single status” moderated the relationship between
innovation. companies about aggregate job satisfaction and innovation in production processes. They
job satisfaction and proposed that if the majority of employees experience job satisfaction,
aggregated. Data on they will support innovation and work collaboratively to establish and
innovation in generate creative ideas. Examining the relationship between aggregate job
technology/ satisfaction and organizational innovation showed that job satisfaction is
processes were an important factor to predict subsequent innovation, even if prior
collected 2 years innovation and profitability is controlled. Work variety and commitment
later. was moderating factors between the relationships of both variables.

Altaf and The study examined By using multilevel They found that employee involvement and HIWS are related positively to
Awan (2011) High-involvement work data (8454 employee job satisfaction. Additionally, “the results support a cross-level
systems (HIWS). They employees from interaction: at high levels of HIWS, employee Involvement is negatively
predicted that HIWS will 1429 workplaces), related to absenteeism, whereas at low levels of HIWS, the negative
moderate workers relationship is weaker”(Altaf and Awan, 2011p 3462). The study
involvement, job concluded that workers involvement and high-involvement work systems
satisfaction and showed a significant relationship to job satisfaction.
absenteeism

Eskildsen et The study examined 9,623 employees Findings showed that Danish employees were found to be the most
al., (2004) differences in job was surveyed from satisfied and that there is no difference between the genders in regards to

48
satisfaction and intrinsic randomly chosen job satisfaction in the Nordic countries (Eskildsen et al., 2004). The study
work motivation between households in the pointed that there is no relationship between gender and satisfaction as all
workers with different Nordic countries employees were satisfied.
characteristics. participated.

49
Despite the large number of research studies on job satisfaction, none of the studies have
explored the relationship of the three variables of the current study at the same time, reflecting
the importance of conducting the study.

The next section will focus on innovation.

2.3 Innovation
Innovation is recognized as a necessary ingredient for the long-term survival of an organization.
(Roberts, 1998) suggests that innovation “provokes continuing interest among social scientists
and practitioners alike” (Scott and Bruce, 1994 p 580).

As the foundation of innovation is ideas, and it is individuals who “develop, carry, react to, and
modify ideas" (Van de Ven, 1986 p 580), studying what motivates employees to be innovative is
considered to be an important issue (Scott and Bruce, 1994). Therefore this study highlighted
issues related to creating an innovative climate that supports and enhances employee attitudes
toward innovation.

According to Hunmin (2001), innovation can be defined in different ways based on the topic of
the study; however the general definition of innovation would be any new idea perceived by a
person or a system. Hunmin (2001) also defined innovation as a tool for improving agency
performance, based on a selection of cases submitted by the services staff as their most
innovative programs. The current study will adopt the following definition of innovation, which
is cited in King et al., (2007 p 634) “Innovation can be defined as the intentional process of
development and application of ideas, processes, products or procedures that are novel and
designed to yield positive outcomes”.

Organizational climate for innovation can be defined as the degree to which the values and
norms of a company stress innovation (West and Anderson, 1996). According to this study,
innovative climate can be described as an organizational climate which provides the appropriate
conditions for employees to innovate. These conditions are providing a positive work
environment and maintaining employee satisfaction.

50
It could be noticed from the above that innovation covers the entire range of activities by
providing satisfactory return to the business and value to the customer. Despite the increasing
interest among practitioners and the growing innovation literature, there is still a lack of cross-
national research on the definition of innovative climate.

2.3.1 Innovative organization

Hove and Nieuwenhuis, 2003 (cited in Merx-Chermin and Nijhof Wim, 2005) argued that
innovation as a concept has different meanings and a long history, mostly based on competition
between organizations and the different strategies implemented to compete (Merx-Chermin and
Nijhof Wim, 2005). Bolwijn and Kumpe, 1989 (cited in Merx-Chermin and Nijhof Wim, 2005 p
136) state that “Since the 1950s, different strategies have been used to compete, such as
efficiency approaches (e.g. lean management), quality movement (e.g. quality circles and
standards), flexibility and, finally, innovativeness”. This shows that organizations are centered
on innovation issues in regard to their survival and development.

Innovation covers the entire company, from the first ideas right through to introducing a product
or service into the marketplace (Merx-Chermin and Nijhof Wim, 2005). The alignment between
research and development, production, and market is crucial (Cobbenhagen, 1999). Designing
and implementing new production lines, plants, work conditions, and missions is considered to
be part of the entire process of innovation. This process aims to deliver added value to the
stakeholders of the organization through valuable knowledge (Merx-Chermin and Nijhof Wim,
2005). Therefore the whole company should work together toward producing an innovative
product that results in customers’ benefits.

The term knowledge was described in the literature as a tool aiding the innovation process of the
company. Davenport and Prusak, 1998 (cited in Merx-Chermin and Nijhof Wim, 2005 p136)
defined knowledge as “a fluid mix of framed experience, values, contextual information and
expert insight that provides a framework for evaluating and incorporating new experiences and
information. It originates and is applied in the minds of knower. In organizations, it often

51
becomes embedded not only in documents or repositories, but also in organizational routines,
processes, practices, and norms”.

Bolwijn and Kumpe, 1998 (cited in Merx-Chermin and Nijhof Wim, 2005 p 137) explained four
main concepts of innovative organizations: the efficiency approach in the 1950s, the quality
approach in the 1970s, the flexibility approach in the eighties, and the innovative approach in the
nineties and onwards. Currently, combining quality, efficiency, flexibility and innovation is
critical (Merx-Chermin and Nijhof Wim, 2005).

Innovation requires a social policy that is more than technical-organizational (Merx-Chermin and
Nijhof Wim, 2005). “Successful innovation means therefore more than research and
development; R&D must be transformed into products and services that will be sold in the
market and will lead to added value for stakeholders”(Merx-Chermin and Nijhof Wim, 2005 p
137). The aligning of R&D, production and marketing is critical and might lead to new designs
of production and processes, workplace settings, and plants (Merx-Chermin and Nijhof Wim,
2005).

To increase the innovation potential of the company, creativity should be perceived as a

collective process (Merx-Chermin and Nijhof Wim, 2005). In this study the researcher
examined factors impacting the suitability of an organization’s climate to facilitate innovation.
These factors were related to satisfaction, thus concentrating on employee’s wants and needs,
and discussing factors related to work environment matters. Both job satisfaction an
organizational work environment impact innovative climate and result in organizational
efficiency.

2.3.2 Overview of innovation in the service sector

Many service companies still face troubles with their innovative effort (Jong and Vermeulen,
2003). Vermeulen & Dankbaar, 2002 (cited in Jong and Vermeulen, 2003) stated that in financial
services, for example, new service development (NSD) is generally planned in a sequential
approach. The outcomes of this approach are: long development lead times; problems in
communication; and higher costs (Jong and Vermeulen, 2003). Moreover, “many service

52
entrepreneurs refrain from explicitly organizing new service development. Rather than
developing more formal structures to elicit ideas for new services, develop and select among
them concurrently, service entrepreneurs regard it as an ad hoc process” (Jong and Vermeulen
2003 p 5).

Therefore, it seems to be worthwhile to look at factors influencing the innovation process in both
participating service companies. The current study focuses on the telecommunication sector and
proposes that innovative climate is an outcome of a positive relationship between job satisfaction
and organizational work environment.

2.3.3 What is innovation in services?

This section will discuss the service concept and highlight the dimensions of service innovation
as shown below.

Nature of services

The differences between services and physical products have been extensively discussed and
covered in the literature (Jong and Vermeulen, 2003). In general services are known to be
intangible, heterogeneous, simultaneously produced and consumed, and perishable (Avlonitis et
al., 2001). This description about service will be considered as a definition in the study. As a
result, small and incremental changes in processes and procedures are generally involved in
service innovations, and innovations in services are easier to copy (Atuahene-Gima, 1996).

Brouwer, 1997 (cited in Jong and Vermeulen 2003 p 7) stated that “It does not require much
R&D nor do service firms invest much in fixed assets to support innovations or spend much
money on buying patents and licenses”. Understanding the nature of service products is
important to this study, especially when focusing on the telecommunication sector.

53
Dimensions of innovation in services
All innovation definitions state that it comprises of the development and implementation of
‘something new’ (Jong and Vermeulen, 2003). However, King and Andreson ( 2002) conclude
that the aim of innovation is to produce some kind of benefit such as profits or growth. “It is
restricted to intentional attempts to derive benefits from change. An idea is a necessary condition
for an innovation, but cannot be called an innovation in itself. Finally, innovation involves an
application component, so just developing something new cannot be regarded as an innovation
unless it is used” (Jong and Vermeulen, 2003 p 7).

Jong and Vermeulen (2003) stated that authors like Cook et al. (1999), Den Hertog (2000),
Avlonitis et al. (2001), Gadrey et al. (1995) and Chase et al. (1998) have stressed that innovation
in services can be linked to changes in a range of dimensions. “Some examples include
innovation in the service concept, the client interface, the delivery system and technological
options” (Jong and Vermeulen, 2003 p 8).

Changes in the characteristics of the service itself are included in the service concept, which is
considered to be widely recognized (Jong and Vermeulen, 2003). New client interface can be
linked to innovation in services (Jong and Vermeulen, 2003), such as by offering services that
are “increasingly marketed and produced in a client-specific way (even with client-specific
pricing)” (Jong and Vermeulen, 2003 p 8). Often, the characteristics and requirements of existing
and potential customers encourage a service organization to make changes in the customer
interface (Jong and Vermeulen, 2003). This dimension of innovation can even engage customers
acting as co-producers of the service offering (Van and Elfring, 2002 cited Jong and Vermeulen,
2003).

Innovation in the delivery system refers to the internal arrangements in organizations that have to
be managed to allow service employees to complete their work properly, and to develop and
provide innovative (Avlonitis et al., 2001). Moreover, the capabilities, knowledge and behaviors
of existing co-workers can make any important changes in the service delivery (Jong and
Vermeulen, 2003).

54
It was argued that service innovations are often non-technological, this is still the center of many
debates and analysis (Kandampully, 2002). Service innovation is achievable without
technological innovation (Cooper and De Brentani, 1991 cited in Jong and Vermeulen, 2003);
however, in reality, the service sector has extensive relationships between technology and
innovation such as “tracking and tracing systems, enabling transport service providers to monitor
the progress of their fleet and thus to manage their transport services more closely” (Jong and
Vermeulen, 2003).

2.3.4 Past studies in Innovation

Extensive research has been done by scholars aiming at identifying factors influencing
innovation. Table 2.3 below outlines some of past studies examining innovation.

55
Table ‎2.3 Past studies on innovation

Authors Topic of study Participants Key findings

Karasick Examined the impact of organizational 76 managers It was found that climate was impacted by both the overall company

(1973) climate on job performance and from two and by subunits within the company. Climate was strongly related to
satisfaction also the effects of organizations subunit performance and to person job satisfaction. Limited evidence
interactions between climate and was found for climate and person needs interacting to influence
individual needs on performance and performance and satisfaction.
satisfaction .
King et Examined the climate for innovation as Sample of By expanding the job demands--resource model, they found that

al.,(2007) a technique by which negative 22,696 organizational climate for innovation alleviated the negative effects of
organizational consequences of respondents work demands on company performance. Thus, this study informs
demanding job may be lessened. from 131 climate theories and guides practitioners' efforts to support the
healthcare workers.
organizations
Vegt et al., In their study the relationship between Supporting a status characteristics perspective, multilevel analyses
the demographic diversity and revealed that diversity in the more task-oriented demographic attributes
(2005)
innovative climates of 248 of organizational tenure and functional background was negatively
organizational locations of a related to these locations' innovative climates in high-power-distance
multinational company in 24 countries countries but positively related to the locations' innovative climate in
were examined. low-power-distance countries. These interactive effects were not found
for the more relations-oriented demographic characteristics of gender
and age.

56
Avgar et Stated that Hospitals are Included 173 The more use of PCC has a positive results on hospital error rates and

al., experimenting increasingly with hospitals care perceptions.

workplace innovations developed to related to the
(2011)
enhance the quality of patient care, British PCC is related with lower turnover intentions, which are positively
retain employee and alleviate financial National correlated to the quality of care.
pressure. They examined patient- Health Service
centred care (PCC) and its impact on also worker PCC effectiveness is improved when complemented by increasing
clinical and worker outcomes in the and patient involvement at work practices.
united kingdom hospitals. survey data.
“Employing PCC entails a shift from
an institutional and physician focus to
one that emphasizes patients needs and
preferences”
Merx- Conducted an exploratory study at Members from Innovation and innovative power was tested by “analysing the

Chermin Oce´ Technologies in the Netherlands 3 divisions

relationship between the construct of the learning organisation,
to understand the factors that influence were
and Nijhof knowledge organisation and innovative organisation” ( Merx-Chermin
the innovative power of organizations. interviewed. A
Wim survey was and Nijhof Wim, 2005 p 135). “The model consists of three processes:
(2005) then sent to all
knowledge creation, innovation and learning to learn. The factors that
employees of
might influence this cycle are: added value for stakeholders,
the 3 divisions
involved in the leadership, climate, structure and strategic alignment” ( Merx-Chermin
2 innovation
and Nijhof Wim, 2005 p 135). Results showed that factors explaining
cases.

57
variance in terms of innovation, “learning and knowledge creation

were identified. If innovation is discontinuous, the innovation spiral is

not valid; if innovation has a strength in critical reflection on cases

from the past to mould the future, the model has some explanatory

power” ( Merx-Chermin and Nijhof Wim, 2005 p 135).

58
According to the studies mentioned above, there appears to be very few studies focusing on
measuring job satisfaction and organizational working environment in an effort to create an
innovative climate. The next section will discuss the foundation theories that comprised the
theoretical contribution of the study.

2.4 Foundation theories

This section outlines the theories related to motivation, as the tested hypothesis in this thesis is
that having motivated employees in their work environment leads to job satisfaction, and results
in an innovative climate. As proposed by (Amabile and Gryskiewicz, 1989a), the componential
model of creativity and innovation in firms contains three broad organizational factors, and each
includes several elements. Firstly, organizational motivation to innovate, and to support
innovations, should be a basic goal for the organization. Secondly, an organization’s resources
refer to everything that the company provides to aid work in order to achieve innovation, such as
training. Thirdly, management practices must reflect freedom or autonomy at work, provide
interesting work, have a clear overall strategic goal, make provisions for challenges, and
encourage team work that draws together workers with different skills.

According to Mitchell (1998 p 81), motivation refers to “Those psychological process that cause
the arousal, direction and persistence of voluntary actions that are goal oriented”. Also Locke
and Latham (2004 p 337) stated that motivation “refers to internal factors that impel action and
external factors that can act as inducements to action”. Motivation theorists differ on where the
energy is derived, and on the particular needs that a person is attempting to fulfil, but most would
agree that motivation requires a desire to act, an ability to act, and having an objective.

Various theories related to motivation have been presented in the literature such as goal-setting
theory (Locke and Latham, 2002), equity theory (Adams, 1965), expectancy theory (Vroom,
1964), Herzberg’s motivation-hygiene theory (Herzberg et al., 1959), and achievement
motivation theory (McClelland et al., 1953). This study will focus on equity theory, Herzberg’s
motivation theories, and goal-setting theory.

59
 2.4.1 Equity theory
Equity theory recognizes that people are not only concerned with the amount of the received
rewards for their efforts, but also with how this amount compares to what others obtain (Ramlall,
2004). “Based on one’s inputs, such effort, experience, education and competence, one can
compare outcomes such as salary levels, increases, recognition and other factors” (Ramlall, 2004
p 55). When individuals recognize an imbalance in their outcome-input ratio in relation to others,
tension occurs (Ramlall, 2004). This tension presents the basis for motivation, as employees
strive for what they perceive as fairness and equity (Robbins, 1993).

Ramlall (2004 p 55) argued that “One of the prominent theories with respect to equity theory was
developed through the work of J.S. Adams. According to Adams, this theory is based on the idea
that individuals balance their inputs such as education, work experience and personality to their
outputs (related to what a person gets from a given work situation such as pay, non-monetary
benefits and training)”. Equity theory is based on three main assumptions (Carrel and Dittrich,
1978). First, theory holds that individuals build beliefs about what comprises a fair and equitable
return for their contributions to their work (Ramlall, 2004). Second, the theory supposes that
people compare what they perceive to be the exchange they have with their company (Ramlall,
2004). “The other assumption is that when people believe that their own treatment is not
equitable, relative to the exchange they perceive others to be making, they will be motivated to
take actions they deem appropriate” (Ramlall, 2004 p 55). This perception of equity is often
understood in work organizations as a positive relationship between an employee’s effort on the
job and the pay they receive (Ramlall, 2004). Adams, 1965 (cited in Ramlall 2004) suggested
that expectations about equity or a fair relationship between inputs and outputs are learned
through the process of socialization, and through comparing inputs and outcomes with others.
Thus, it is important for managers to consider the way that employees value their inputs in
relation to their outputs (Ramlall, 2004).

The consequences of employees perceiving they are not being treated fairly produce a range of
options for the workers (Champagne and McAfee, 1989). Ramlall (2004 p 55) stated that “these
options include the employees reducing their input through directly restricting their work output,
attempting to increase their output by seeking salary increases or seeking a more enjoyable

60
assignment. Other possibilities are to decrease the outcomes of a comparison other until the
ration of that person’s outcomes to inputs is relatively equal or increasing the other’s inputs”. In
addition to the above, the worker could simply withdraw from the situation completely, that is,
quit the job and look for employment elsewhere (Ramlall, 2004).

This theory has been identified by the researcher because of its significant contribution to the
current study variables which are salary and learning environment. The current study assumes
that wages and a positive learning environment impact employees’ satisfaction and contribute in
creating an innovative climate.

2.4.2 Herzberg’s Motivation-Hygiene theory

Herzberg and his associates began their work on researching aspects that impact motivation in
the mid-1950s (Ramlall, 2004). “Their effort entailed a thorough review of existing research to
that date on the subject” (Herzberg, 1966 cited in Ramlall, 2004 p 56). The theory was derived
through surveying 200 accountants and engineers (Ramlall, 2004). The theory and its data were
first published in 1959 (Herzberg, 1966 cited in Ramlall 2004 p 56). Furthermore, the theory was
developed in a later book (Herzberg, 1966 cited in Ramlall 2004 p 56). Based on the, results
Herzberg found that “employees tended to describe satisfying experience in terms of factors that
were intrinsic to the content of the job itself” (Ramlall, 2004 p 57). These factors were described
as motivators, and included variables such as recognition, achievement, the work itself,
advancement, responsibilities, and growth (Ramlall, 2004). On the contrary, dissatisfying
experiences are called hygiene factors and result from extrinsic, non-related factors to the job
itself such as salary, company policies, employee relations, and the style of supervision (Steers,
1983 cited in Ramlall 2004).

Herzberg argued, based on these findings that the elimination of the causes of dissatisfaction
would lead to a neutral state. “Satisfaction and motivation would occur only as a result of the use
of motivators” (Ramlall, 2004 p 57). Therefore the implications are clear; motivation can be
raised through basic modifications to the nature of workers’ jobs, through processes such as job
enrichment (Steers, 1983 cited in Ramlall 2004). Consequently, employers should redesign jobs
to allow for increased responsibilities, challenges, opportunities for advancement, recognition
and personal growth (Ramlall, 2004).

61
According to Herzberg, the factors leading to job satisfaction are separate from those that
contribute to job dissatisfaction (Ramlall, 2004). Therefore, managers who look to eliminate
factors that generate job dissatisfaction can bring about peace, but not necessarily motivation
(Ramlall, 2004). This study focuses on Herzberg’s motivation theory because it is linked to some
selected factors in the study, such as support environment, job content, work hours and
innovative climate. This will help in answering the research questions.

2.4.3 Goal-setting theory

The goal-setting theory concentrates on the impact of setting goals on employees’ performance.
Research on this theory started in the late 1960s, and was mainly conducted in the United States
of America (Locke, 1968; Latham, 1990; Pinder, 1984 cited in Francesco and Gold, 2005).
Researchers found that performance increases when goals are specific rather than vague
(Francesco and Gold, 2005). Setting difficult but achievable goals usually leads to higher
performance rather than setting easy goals (Francesco and Gold, 2005). Moreover, feedback that
comes from employees reviewing their outputs generally results in higher performance
(Francesco and Gold, 2005).

For goal-setting theory to work, it’s important for people to be committed to the goals that have
been set by the organization (Francesco and Gold, 2005). It doesn’t matter whether individuals
participate in the assigned goal or not, as long as they are committed to the goal. However,
people are more committed to goals that they are involved in (Francesco and Gold, 2005). In
addition, goal-setting theory is dependent upon self-efficiency, which means that individuals
believe that they have the ability to do certain task (Francesco and Gold, 2005).

The researcher found that goal-setting theory is an important theory to be addressed in the
current study; because of its relation to the career development variable, especially because the
theory emphasizes the fact that involving people in setting their work goals leads to motivating
employees to perform better. The importance of this theory is also seen in its relation to the job
content variable, especially when considering the re-engineering approach that focuses on

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enhancing the task-goal structure. Figure 1 below illustrates how these theories are linked to the
study.

Figure ‎2.1 Underpinning theoretical contributions to the proposed project

2.4.4 The derived model

The exploratory model shown in figures 2.2 and 2.3 below has been based on the motivation
theories mentioned in section 2.4, and on previous studies from the literature.

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Figure ‎2.2 Overview of the study variables and relationships

Figure ‎2.3 Detail of the variables and relationships in stage one of the proposed project

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Hence the most important previous studies have been considered as follows:

Mihajlovic et al., (2008) studied the factors influencing job satisfaction in transitional
economics. The study found that there are 13 elements that influence job satisfaction which are:
salary; benefits; the nature of work and pressure: career development: education and training in
management style for immediate managers; safety and environmental production; performance
and evaluation system; in-firm promotion channels; disciplined management; the overall
working environment; department environment; support from the firm with regard to personal
well-being; and family life and personal relation with colleagues. Following the findings of this
study, the researcher selected the following job satisfaction sub-variables for the proposed
project: job content; career development; and salary, in line with the identified gap in the
literature.

Kaur et al., (2009) studied job satisfaction and work environment perception among doctors in a
tertiary hospital in Delhi, and found that work hours affect job satisfaction, and about 45.6
percent of the doctors considered their salaries as bad, which decreased the job satisfaction level.
This study is relied on because it investigated the effect of work hours and salaries.

Moos (1994) has developed the “Work Environment Scale” to measure the work environment in
a variety of settings. This measure has been developed through several studies regarding the
social climate of team work. The “Work Environment Scale” is used widely to analyze the work
environment in various circumstances and places (Flarey, 1993). Thus the researcher selected
this scale to develop the initial study model.

Amabile et al., (1996) assessed the work environment for creativity; they described the
development and validation of a new tool called KEYS to assess the climate for creativity. The
tool was designed to assess both stimulants and obstacles of creativity in organizational work
environment. The researcher depended on this study in selecting the innovative climate variable.

Ekvall and Ryhammar (1999) studied the creative climate, its determinants and its effect at a
Swedish university. The sample consisted of 130 teachers who were asked to answer several

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questionnaires related to organizational parameters, and then they went through a creativity and
personality test. The finding was that climate influences creativity and organizational outcomes.
This study was relied on in choosing the innovative climate variable.

The following section will discuss how the study model variables are linked to each other in the
literature, which verify the proposed model relationships.

2.4.5 The relationship between the study variables

The previous section pointed out the study sub-questions, which will be analysed through using a
qualitative approach for the first three questions and a quantitative approach for questions 4 to 7.
The primary objective of this section is to validate the components and relationships of the
proposed model in the study, based upon previous studies in the literature. Moreover, the study
hypotheses for (RQ4-7) will be linked to the related previous studies in the literature that verify it
as follows:

H1: There is a positive relationship between employee perception of organizational work

environment and job satisfaction.

Hoppock (1935) originally proposed the conception of job satisfaction in 1935. He believed that
job satisfaction was comprised of what the employees felt about their working environment and
what satisfies them physically and psychologically. These factors were derived from workers’
subjective reactions to their working environment. This study confirms the relationship between
organizational work environment and job satisfaction which was stated in hypothesis H1

H2: There is a positive relationship between employee perception of learning environment

and job satisfaction.

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The relationship between learning environment and job satisfaction, as shown by hypothesis H2,
was emphasized by Rowden (1995), who found that some companies are not aware about the
nature and extent of learning in their workplaces. Businesses that have paid attention to learning,
education and development have seen it pay off through increased worker job satisfaction and
greater profitability (Leslie et al., 1998). In conclusion, positive workplace attributes, and
investing in workers, leads to satisfied employees, which in turn generate better organizational
performance.

H3: There is a positive relationship between employee perception of support environment

and job satisfaction.

Kangas, Kee et al.(1999) indicated that support environment was one of the most important
elements affecting job satisfaction. Their study verified the claim which was stated in hypothesis
H3, when highlighting the important effect of support environment on job satisfaction.

H4: There is a positive relationship between employee perceptions of job satisfaction and
innovative climate.

Abbey and Dickson (1983) studied the innovative performance among R&D unities. They
examined how performance-reward dependency and flexibility are correlated to climate of
innovation. They concluded that R&D is characterized by the willingness of the organization to
experiment with innovative ideas and by recognition given for excellent performance such as
rewards. In addition, Crespell and Hansen (2008) examined work climate and its relationship
with innovativeness through developing a theoretical model. Six factors emerged to effectively
point out a pro-innovation climate, which were: supervisor encouragement; team cohesion;
challenge; autonomy; openness to innovation; and availability of resources. Moreover,
organizational commitment and job satisfaction have proven positive and significant
relationships with climate for innovation. The above mentioned studies emphasize the proposed
positive relationship between an innovative climate and job satisfaction factor, which has been
addressed in hypothesis H4.

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H5: There is a positive relationship between employee perception of organizational work
environment and innovative climate.

Work environment dimensions that are related to innovation and creativity have been identified
lately in the contextual theories of organizational creativity and innovation. In the componential
model of creativity and innovation in organization (Amabile, 1988), three extensive
organizational factors are proposed, each one includes several elements:
1- Organizational motivation to innovate is a main orientation of companies toward
innovation, in addition to supporting creativity and innovation across the entire company.
2- Resources refer to what organizations possess and provide to aid work in a targeted area
for innovation, for example providing training courses.
3- Management practices are related to the amount of freedom and autonomy that is
allowed while conducting the work, providing challenging and interesting work, having
clear specification of overall strategic goals, and the creation of teams with different
individual skills and perspectives.
The above mentioned study indicated that organizational work environment has a strong effect
on innovation and creativity, emphasizing the positive relationship that has been addressed in
Hypothesis H5.

H6: There is a positive interaction between organizational work environment and job
satisfaction on innovative climate.

After reviewing the literature review on the study variables, the researcher found that the
literature emphasizes and confirms the relationships between several of the proposed research
model variables and highlights the importance of organizational work environment and job
satisfaction in developing and creating innovative climate.
However to date, no comprehensive study considering these variables has been undertaken,
especially in the telecommunication industry in Jordan. This study is worthy of investigation as it
adds to the body of knowledge. Also it is a contemporary, highly debatable topic in society.

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This research builds on these former studies in order to develop and come up with the final study
model “the innovative climate model” as presented in chapter 7. The model was carried out
through four phases.
Phase one, based on an extensive research through the literature review, using past studies and
the motivation theories, the first version was established as mentioned previously in section
2.4.4.
Phase two, the second version was developed based on the gained data from the semi-structured
interviews conducted at both companies, as highlighted in chapter 5. However the process of
analysing the gained data is discussed in chapter 3.
Phase three, based on phase two, a survey questionnaire was developed and analysed as
discussed in chapter 3.
Phase four, a triangulation technique was applied by mixing all gained data (as discussed in
chapter 3), which aided in the development of the final study model as shown in chapter 7.
The final study model defining the innovative climate concept represents the theoretical
contribution of the study. Also the links between the major study variables as expressed in the
overarching research problem confirmed the claim in Hypotheses H6.

2.5 Conclusion
This chapter introduced the organizational work environment, job satisfaction and innovative
climate concepts. An in-depth view for all the three study domains was highlighted. The
organizational work environment domain focused on emphasizing the difference between
informal and formal learning. This section also concentrated on factors impacting the successful
transfer of planned training, and effective ways of evaluating such a program. Moreover, some
theories that evaluate the effect and relationships of training transfer variables were discussed.

The job satisfaction domain focused on the important measures of this concept. The importance
was described from the perspective that it influences both the company and its employees.
Moreover, this section explained the factors that were believed to be relevant to the study, such
as salary and work hours, which were described more in depth.

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The innovative climate domain focused on the concept of the innovative organization and
innovation in the service sector.

Therefore, the literature in these three domains has been used as the basis for the theoretical
framework of this thesis. The theoretical framework was introduced in this chapter, which
discussed the foundation theories and past studies that determined the initial study model
components.

The upcoming chapter discusses the methodology used to answer the research questions and
build the final study model.

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3 Methodology

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Introduction
The research methodology was grounded in a framework that supported answering the research
questions. The current study examined several questions related to the organizational work
environment, employee job satisfaction and innovative climate. These variables have been
combined into a model based on the current literature discussed in the previous chapter. The
study was applied in Jordan, focusing on the telecommunication sector.
This chapter introduces the research methods and procedures used in the data collection
techniques which guided the current study. A justification of a mixed method approach is also
provided, as mixed methods were used to gather the data. Semi-structured interviews and
observations were applied to understand managers’ perceptions on what contributes to
innovative climate in both companies. Interview questions were developed on the basis of the
initial study model developed from the literature.
A survey questionnaire was administrated to test and develop the study model developed from
the interview data. Also, an explanation of a comparative case study approach was introduced.
In addition, this chapter outlines how the data was analysed using qualitative and quantitative
methods.
The researcher used principles of triangulation, which facilitated the discussion and reporting of
findings from mixed method approach. This chapter also discusses the methodological
considerations including limitations, such as the researcher’s and participants’ biases. In
addition, ethical issues impacting this study are considered.

3.1 Research methods

3.1.1 Research design

Several definitions of research design have been established by different authors, such as
(Kerlinger, 1999 as cited in Cooper and Schindler, 2008). However, Cooper and Schindler (2008
p 195) stated that while definitions differ in detail, together they provide the basics of research
design:
 The design is an activity and time based plan.

72
  The design is always based on the research question.
 The design guides the selection of sources and type of information.
 The design is a framework for specifying the relationships among the study’s variables.
 The design outlines procedures for every research activity.
Accordingly the design should provide answers for the study questions such as the type of
sampling, research methods, and techniques for data gathering (Cooper and Schindler, 2008).

As illustrated in figure 3.1, this study incorporated two stages to help answer the research
questions and come up with final model of the study.

Figure ‎3.1 Research design of this study

Stage one: An in-depth analysis of the literature was conducted, focusing on studies and
theories related to organizational work environment, job satisfaction and innovative climate. The
literature indicated that there is a lack of academic studies on Jordanian experiences of the

73
proposed research problem. Addressing this gap in the literature led to the development of the
experimental model in this study.
This model was developed from the results of several previous studies, for example (Rowden
and Jr, 2005). However, a number of theoretical and empirical studies have addressed some of
the study variables, for example (Crespell and Hansen, 2008; Scott and Bruce, 1994). Hence the
researcher focused on those studies which are most relevant to the topic. Several research
questions were developed according to the proposed model, and these have been examined as
they relate two participating companies.

Stage two: The methodological frame work was identified followed by the proposed model.
The data collection procedure of this study consists of three phases as shown in figure 1.3.

Phase One: In the qualitative component of the study, interviews were conducted in the two
examined companies, which drew on managers’ experiences and perceptions on factors
contributing to the creation of a positive organizational work environment, job satisfaction and
an innovative climate. Data from both companies were collected through field study research
(interviews). Data obtained from interviews were transcribed and analysed using an
interpretative approach that combined coding and thematic analysis (see appendix C for a form
provided to transcribers to ensure confidentiality of data). After each interview the researcher
recorded her observations of the company and the interviewee in a field diary that was later used
as a memory aid. In addition, comparisons were conducted within each company and between
both companies on the different managerial levels. The analysis of the interviews led to the
expansion of the proposed study model.

Phase two: The quantitative component of the study was conducted through the administration
of the survey developed specifically for this study. The survey development utilised the
expanded model aiming at identifying employees’ opinions of importance of the study variables
in relation to their experiences. Survey results were analysed through conducting a correlation
analysis across the entire study variable according to the modified model. Regression analyses
were applied to one of the companies (Company A) to answer the main research question. The
reason of limiting the regression analysis to Company A was because of the restricted data
provided on the organizational work environment variable by Company B. Moreover, the total

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value of each research question was calculated to capture employees’ opinions on each survey
question. Finally, a comparison between the data obtained from both companies was conducted.

Phase three: The last phase of the data collection involved applying the triangulation technique.
The data gained from the interviews, surveys and the researcher’s interpretations were
triangulated prior to reporting the results and answering the research questions. The most well
known approach in mixing methods is the triangulation design (Creswell, Plano Clark, et al.,
2003 cited in Creswell and Clark, 2011).

Prior to performing the interviews and the surveys, ethics clearance from the UWS HREC
committee was gained. In addition, piloting took place for both data collection methods.
The mixed method approach aided in developing the final model and assisted with answering the
research questions. Mixing both datasets will provide the researcher with a better understanding
of the problem than if either dataset had been employed alone (Creswell and Clark, 2011). The
current study on the telecommunication sector in Jordan aims to provide an improved
understanding of the effect of the organizational work environment and job satisfaction on the
innovative climate on both companies.

3.2 Mixed method

Mixed method research is a type of research in which an investigator or team of researchers mix
elements of qualitative and quantitative research approaches (e.g., data collection and analysis,
inference techniques) for the intention of depth and breadth of understanding and validation
(Johnson et al.,2007 cited in Creswell and Clark, 2011).
“Mixed method approach has been identified as one in which the researcher tends to base
knowledge claims on pragmatic grounds. It employs strategies of inquiry that involve collecting
data either simultaneously or sequentially to best understand research problems” (Creswell,
2003b p 18). Data collection includes gathering numeric and text information. In this study the
data presents both qualitative and quantitative information. As stated, mixed method is a process
for gathering, analysing and mixing both quantitative and qualitative data at a certain stage of the
study process, to gain a better understanding of the research problem (Tashakkori and Teddlie,
2003). The rationale for integrating two kinds of data within a study is that qualitative and

75
quantitative approaches are not sufficient by themselves to capture details and trends of a certain
situation. As stated by Tashakkori and Teddlie (1998) the use of quantitative and qualitative
methods complements each other, and strengthens the study by taking the advantage of each
method. Researchers have increasingly used mixed method techniques “recognizing that all
methods have limitations, researchers felt that biases inherent in any single method could
neutralize or cancel the biases of other methods” (Creswell, 2003b p 15).
Several terms are used for studies that apply multiple techniques of data collection. These terms
include ”multi methods, mixed methods, multi-strategy, blended, convergence, integrated,
combined,” (Creswell, 2003a p 16) and also hybrid (Martin, 2002 p 207). For the purpose of this
study, this research will use the term mixed method.
A mixed method approach was applied separately to each company (B and A). Therefore the
data were collected and analysed for each company as a single case, driving the final study
model and the suggested recommendations. Adopting a mixed method approach allowed
extensive understanding of many facets of both organizations. In addition, it helped in providing
a better understanding of the research problem by gaining richer data.
The concept of triangulation added another reason for mixing different sorts of data (Creswell,
2003b). Triangulation techniques were employed in order to combine these diverse data sets. For
example, in the current study the results of qualitative data helped to develop and inform the
study model and the survey which will be discussed in more depth in the upcoming sections of
this chapter. The mixed method approached followed in this study is illustrated in Figure 3.2.

Figure ‎3.2 The mixed method approach adopted by this study

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 3.3 Case Study
The most common use of the expression case study refers to a geographical location such as
workplace or company (Bryman and Bell, 2011). “What distinguishes a case study from other
research designs is the focus on a bounded situation or system, an entity with a purpose and
functioning parts” (Bryman and Bell, 2011 p 60). The objective of conducting a case study
approach is to systematically collect data about a single instance (MCMurray and W. Pace,
2004), an individual, or an organization (Yin, 2003). According to Robson (1993 p 146), a case
study is a “strategy for doing research that involves an empirical investigation of a particular
contemporary phenomenon within its real life context using multiple sources of evidence”. It
could involve single or multiple cases (Yin, 1984), and is more frequently used when employing
both quantitative and qualitative research (Bryman and Bell, 2011).
As stated earlier this study adopts a mixed method approach (qualitative and quantitative
techniques) applied to two companies in the telecommunication sector of Amman/Jordan. Case
studies are frequently employed to discover potential convergence in qualitative and quantitative
studies (MCMurray et al. 2004). A comparative case study approach will be discussed below.

3.3.1 Comparative case study approach

Bryman and Bell (2011) mentioned that case study research is not limited to the study of a single
case. Multiple-case study design became increasingly popular in management and business
research (Bryman and Bell, 2011). “They are extensions of the case study design” (Bryman and
Bell, 2011 p 63).
Multiple-case design is related to the technique of comparative design because multiple-case
studies are largely undertaken for the aim of comparing the included cases (Bryman and Bell,
2011). As cited in Bryman and Bell, (2011 p 63) they allow the researcher to:
1- Compare the findings derived from each of the cases,
2- Find out what is unique and what is common across cases, and
3- Engage in theoretical reflection on the findings.
A comparative case study approach was carried out in the current research. The comparison was
between two companies in the telecommunication sector in Amman/Jordan (see appendix H for
the initial contact letter sent to these companies). A comparative technique was applied to

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compare the results gained from each company. Comparing both companies provided richer data,
enabling the research to gain a better understanding of the findings.

3.4 Ethics clearance

According to the UWS ethics guidelines, the researcher considered the following ethical issues
during the data collection process:
1. An ethics application was submitted to gain approval from the human research ethics
committee (HREC). In the initial stages, there were some ethical matters including the de-
identification of participants, consent to contribute in the study, storage of data, and the
probability of the research causing harm to participants and non-participants. The name of
the person being interviewed or surveyed, their position and any demographic variable are
known to the researcher, however they have been de-identified. Participants’ names,
positions and demographic variables were not made available to the involved companies.

All gained data are stored electronically in a secured computer at the UWS. Data included
completed questionnaires and interview transcripts. The researcher and her supervisors are
the only ones that have the access to the data if they are required for future publications.
According to (Creswell, 2003b), safety of the respondent and trust are considered as the
most important ethical considerations. This makes respondents more comfortable with the
study undertaken. The ethics approval notification is included in appendix B.

2. Every respondent was aware of what the research entailed and the potential benefits to be
gained from it. According to (Creswell, 2003b), it is important to inform respondents
(employees and managers) who will be interviewed and surveyed about the actual reason
for the research, in order to eliminate the element of undesirable surprises. Moreover,
sending a brief CV or background about the researcher helped to encourage the
respondents to participate.

3. The researcher ensured that every respondent was aware of their right to leave the
interview at any time once they have agreed to participate in the interview and signed the
written form of consent.

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 4. The researcher agreed to send a disclosure form to interviewees if desired.

5. Each respondent was asked to validate their own transcribed interview. Transcriptions
were emailed to respondents. Respondents were informed that they were expected to reply
within a period of one month if they had any comment to make on their interview
transcript; in the case of no reply being sent, the transcription were considered validated.

3.5 Interviews
The current study employed interviews as an initial step in the data collection. Blumberg, et al.
(2008 p 378) mentioned that “Interviews are the most widely used resource for collecting
information for evidence”. Furthermore, Creswell (1994) argued that face-to face interviews lead
to more accurate answers to the asked questions than other techniques such as focus groups.
Thus, face to face interviews were set up in advance through the HR department within each
company. Certain directors and managers were targeted by the HR department at Company B.
This selection was based on their knowledge, experience and educational level. An email was
send by the HR department to the nominated participants describing the aim of the study and the
procedures to be undertaken. After gaining approval from the participants, the company provided
the researcher with a list containing their names and their contact information, allowing the
researcher to organize appointments with them. The same procedure occurred at Company A,
however the HR department arranged the interviews with a sample of managers and supervisors.
Interviewing and talking to others requires several techniques and skills that the researcher must
have in order to achieve the purpose of the research and gain the required data. It requires the
researcher to possess resourcefulness, resilience and ingenuity (MCMurray et al. 2004). The
researcher started with the initial face to face contact with the participants, which is called the
opening. According to MCMurray et al. (2004 p 196), “an effective opening should facilitate and
enhance rapport and establish the purpose of the interview.” The researcher explained the
purpose of the interview clearly and precisely in order to reduce anxiety which could occur from
not knowing what is happening. Moving to the body, MCMurray et al. (2004 p 196) mentioned
that “the body of interview follows the interview guide or predetermined sequence of questions.”

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Several interview methods have been identified, ranging from highly structured formal
interviews, to unstructured personal interviews, to in-depth interviews (MCMurray et al. 2004) .
The next section will discuss the semi-structured interviews which were used in this study.

3.5.1 Semi-structured interviews

The use of semi-structured interviews means that the researcher had “some latitude in how
questions are asked, and in what order, but it is still the case that all interviewees are asked the
same basic questions” (Shank, 2006 p 50). Using semi-structured interviews helped the
researcher to modify the order of the questions during the interview. Modifications were made
based on the perception of what was most appropriate regarding the context of the conversation
in the interview. The researcher had the opportunity to change wording, explain some questions
and skip questions that did not seem appropriate for certain interviewees, which allowed for
more effective conversation during the interview. Semi-structured interviews provide the greatest
breadth of data, as “participants can provide historical information, and they allow the researcher
‘control’ over the line of questioning” (Creswell, 2003a p 186). Moreover, semi-structured
interviews usually begin with rather specific questions, but permit the interviewee to follow his
or her own thoughts later on (Blumberg et al., 2008). Semi-structured interviews were performed
at Company B and Company A separately.
Each interview lasted between 30 and 60 minutes. However, not all interviews were conducted
as initially planned. Firstly, the researcher was planning to interview the top management, but
both companies replied that it was too hard to set up appointments with top management as they
were too busy. In addition, both companies agreed that interviewing directors, managers and
supervisors will be enough to satisfy the study purpose. Secondly, the researcher faced
difficulties in setting a fixed date and time with managers as they were too busy. A feedback
report was send via email to the interview participants for verification to sustain reliability and
validity.
The first section of the interview questions contained 7 questions which were about what
managers perceive to be the key components of a positive work environment in the company.
The questions were developed with regards to the organizational facilities and employees and
managers’ behaviours toward the organizational environment. The second section included 9
questions and was about measuring the satisfaction of employees, concentrating on what aspects

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are provided by the company and what aspects are missing to enhance the satisfaction of the
employees in both organizations. The third part focused on capabilities, organizational
behaviours and efforts toward creating an innovative climate in both companies and included 6
questions (see appendix A).
All interviews were recorded on a digital tape recorder, which allowed the researcher to maintain
eye contact with interviewees. According to Gillham (2000), memory helps the researcher to
fully understand what was recorded on the tape. The researcher ended the interview by giving a
brief overview of the interview to ensure that the information presented was correct, and to make
the participant more confident about what the researcher has understood. In addition, the
researcher informed the participants about the next step, which was transcribing the data and
validating the interviews.

3.5.2 Open ended questions

According to MCMurray et al. (2004 p 101), open-ended questions “have no prior expectations
in terms of what the answer should be and allow you to fully explore the field”. Open-ended
questions can clear any misunderstandings, or facilitate to investigator to test the respondents
knowledge limits. An additional positive aspect is that these questions can lead to unexpected
answers, which can highlight undiscovered relationships or hypotheses (Cohen and Manion,
1989 p 313). In this study, as mentioned previously, data was gathered through semi-structured
interviews, which were conducted at each company as a single case, examining the viewpoints of
directors, managers, and supervisors on issues related to the study. Twenty two questions were
asked covering topics related to organizational work environment, job satisfaction and innovative
climate. Directors, managers, and supervisors were chosen to be interviewed because they have a
wider perspective of the situation in the company in relation to the topic. In addition they are
involved in strategic planning, and are the decision makers in the company. These questions are
presented in appendix A.

3.5.3 Piloting
Pilot study is a “collective term used to describe any small- scale exploratory research technique
that uses sampling, but does not apply rigorous standards" (Zikmund, 2006 p 108).

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Before the field research commenced, a pilot study of interviews was conducted, in order to test
the validity and reliability of the questions in this research through the feedback obtained. The
pilot study was run with supervisors and colleagues from the university. In addition, one of the
companies (B) agreed to participate in the piloting process by distributing it to employees that
were not involved in the main interviewing stage. The researcher received comments on the
nature of the questions that will be asked, some question lacked clarity, also some comments
were received on wording and grammar. As a result, the questions were modified according to
the feedback obtained. With this feedback the researcher was able to proceed with the study of
both companies.

3.5.4 Population and sampling

Schatzman and Strauss (1973) suggested that after a number of observation visits to the
nominated sites, the researcher will know who to sample for the purpose of the study. In their
discussion of sampling individuals, they stated that people selection is based on the aim of the
study. This selection is based on categories such as gender, age, status, role or function in
organization (Schatzman and Strauss, 1973). Appendix E shows the information letter sent to
participants in this study.
Interview selection was based on purposeful sampling. The “logic and power of purposeful
sampling lies in selecting information-rich cases for study in depth. Information-rich cases are
those from which one can learn a great deal about issues of central importance to the purpose of
the research, thus the term purposeful sampling” (Patton, 1990 P 169).
Glaser (1978) acknowledges that in the initial phase of a research, investigators will focus on the
groups that will maximize the possibilities of gaining data relevant to their research questions.
“They will also begin by talking to the most knowledgeable people to get a line on relevancies
and leads to track down more data and where and how to locate oneself for a rich supply data”
(Glaser, 1978 p 45). Interviews with the HR department were conducted with both companies to
decide on the selection process of the interviewees. As a result, the decision was to interview
directors and managers from Company B, and managers and supervisors from Company A, in
order to gain richer data from the decision makers in both companies, as they are known to be
highly educated and experienced people and a rich source of data that could benefit the study. In
addition, they have the authority to change conditions that are related to satisfaction, work
environment and innovative climate.

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 3.5.5 Respondent validation
Respondent validation is sometimes called member validation. It has been identified as the
process whereby a researcher provides the participants with an account of the findings (Bryman
and Bell, 2011). “The aim of the exercise is to seek corroboration or otherwise of the account
that the researcher has arrived at”(Bryman and Bell, 2011 p 396). This technique has been
particularly popular amongst qualitative researchers as it ensures that there is a good
correspondence between the findings and the experience and perspectives of the participants in
the study (Bryman and Bell, 2011). Appendix G shows the letter sent to participants requesting
their review of the interview transcript. In this study, two interviews were conducted with a
director from Company B and a supervisor from Company A, in order to validate the findings of
the second study model. Both agreed that the model components were realistic, and were
appropriate to be examined in relation to the telecommunication industry. However, they
commented that some of the study variables are not important to the industry or should be moved
to another part of the model. Suggestions are summarized as follows:
1- Flexible working hours were considered by the director as a non-important factor for
producing a positive working environment or increasing employee satisfaction.
“In my opinion, flexible working hours is not important for the organization
working environment. Not even for the satisfaction” (BD4).
The director went on to explain that the implantation of such systems results in
unnecessary work delays because of the absence of some employees.
2- The director commented that routine doesn’t impact all types of employees.
“Am not sure if routine can create job satisfaction but routine for some people
would create job dissatisfaction. So, routine depends on the person. Some people
need a routine job and some people don't stand a job with a routine mode”
(BD4).
Moreover, he suggested linking it to job content
“I think that routine is a part of job content” (BD4).
3- The supervisor asserted that rotation within departments is an important factor for the
organizational work environment. However, it is a negative factor outside the department.
“No I don’t think that rotation outside departments is a good idea, however inside
the department is important for the organizational work environment” (AS1).

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 4- The supervisor suggested merging management style with leadership style under the
organization working structure theme
“merge the management style and leadership style together under the
organizational working structure” (AS1).
The supervisor went on to comment that both are the same according to his point of view.

The interviewees emphasized that implementing the model in the company and following the
recommendations provided will contribute to the company success. They suggested that after
adopting these recommendations, innovative climate would improve if the company maintains a
good level of job satisfaction and a positive work environment.
Some additional comments were made on rephrasing some of the model variables such as,
1- “Progression and monitoring plans” to “performance appraisal”.
“you might need to change the word progression in to performance appraisal
which is monitoring people's performance” (AS1).
2- “Recruitment” to “realistic job preview”.
“In HR we call it realistic job preview. It means giving the candidate a realistic
preview about the positions he is about to fill” (AS1).
3- “Head counts” to “number of employees”.
“Headcount, only HR people understand what headcount means so maybe you
can change it to number of employees” (AS1).
4- “Rewards and compensation” to “acknowledgment of success”.
“Rewards and compensations, I think the right meaning is not rewards and
compensations; it is appropriate acknowledgment of success” (BD4).
5- “Head count” to “equity treatment”.
“It is not about headcounts, it is about equity treatment, it is about distribution of
work load, so people don’t feel that they are overwhelmed with tasks while others
are not. I think this would create job satisfaction. Headcount is not a factor that
would affect someone's job satisfaction” (BD4).

The director concluded that implementing an innovation system in the company will help the
company to achieve the required innovation

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 “I think that the first thing you need is an innovation system for the company if the
company seeks innovation” (BD4).
Both the director and the supervisor ended the interview by commenting that the model has
covered most of the required elements
“I think that you covered all the important elements in regards to the telecommunication
sector” (BD4).

3.6 Survey questionnaire

Following the analysis of the interview data, a structured questionnaire was developed to
function as a quantitative instrument for the three study domains; Organizational work
environment, job satisfaction and innovative climate. The development of the quantitative
survey aimed to investigate the relationship between the study variables. A questionnaire survey
was designed based on the research model refined from the interview results and the extensive
literature review. Appendix F contains the entire survey questionnaire used in this study.

Accurate and significant data was gathered by ensuring that the survey had been carefully
designed in regards to the way in which it was tested and administered. The survey questions
were designed in a comprehensive manner, so that even if the respondents were not familiar with
the study topic, they could participate in the study. The survey was useful to this study because
of the sensitivity of the information related to the subject. In addition, respondents were not
expected to reply immediately; but they were given time to think about their answers.

Ten studies were chosen that assisted building survey questionnaire for this study:
1- The source of bulling-psychological work environment and organizational climate
(Vartia, 1996).
2- Construct validity of a physical or environment satisfaction questionnaire (James, 1996)
3- Team work in research and development organizations: the characteristics of successful
teams (Levi and Slem, 1995).
4- Do rewards benefit the organization? The effects of reward types and perception of
diverse R&D professionals (Chen et al., 1999).

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 5- Measurement of human service staff satisfaction: development of the job satisfaction
survey (Spector, 1985).
6- The creative working environment scales: work environment inventory (Amabile and
Gryskiewicz, 1989b).
7- The impact of workplace learning on job satisfaction in small US commercial banks by
(Rowden and Jr 2005).
8- Measuring the job satisfaction of industrial salesmen (Churchill Jr et al., 1974).
9- Determinants of innovative behavior: A path model of individual innovation in the work
place (Scott and Bruce, 1994)
10- Career related antecedents and outcomes of job rotation (Campion et al., 1994).

Some of the questions were developed by the researcher regarding some sub-themes such as
Process and culture. The reason was that the available literature lacked questions regarding this
issue. The main reason for the selection of these instruments was that the chosen studies were
theoretically relevant to the context and purpose of the research. Such relevance enabled the
researcher to answer research questions examined in the thesis. Two steps were taken to develop
with the final survey.

Firstly, a table was created that contained the name of the author, nominated survey questions,
the question number (located in the original survey), the relevant research question, relevant
theme and relevant variables (which consisted of the study sub-themes and sub-themes
components). This table enabled the researcher to relate each survey question to each theme, sub-
theme and sub-theme components in the study. Table 3.1 below provides a portion of this
comparison table. See appendix D for the full table.

Author Question Survey Theme Research Variable

Q/N Question
Scot Personnel shortages 52 Job Satisfaction head counts
inhibit innovation within
the company. RQ2
Spector People are promoted as 19 Organizational Work progression and
fast here as they do in environment monitoring plans
other companies. RQ1
Levi My team's work is 20 Organizational Work RQ1 progression and

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 evaluated by management environment monitoring plans
using fair and objective
criteria.
Levi The organization provides 21 Organizational work Communication
adequate feedback to the environment
team on its performance. RQ1
Levi My team often has 6 Organizational work Communication
difficult relations with environment
other parts of the
company. RQ1

Table ‎3.1 Table used to organize survey questions

Secondly, study variables were sorted alphabetically allowing the researcher to observe
duplicates. The questionnaire consisted of two sections,
 Section one covered the demographic information: it contained questions about
gender, age, educational level experiences and salary
 Section two was categorized into three parts according to the study themes.
Questions were placed under related themes, sub-themes and sub-themes
components.

3.6.1 Likert scale

Likert scales are considered to be the most frequently used variation of the summated rating
scale (Blumberg et al., 2008). They consist of statements that state either a favorable or
unfavorable attitude to the objective of interest (Blumberg et al., 2008).
Likert scales have many advantages that explain their popularity (Cooper and Schindler, 2008).
They are quick and easy to build, and “Likert scales are probably more reliable and provide
greater volume of data than many other scales” (Cooper and Schindler, 2008 p 310). They
produce interval data, and the literature recommends applying likert scales with 7 or 9 levels to
allow for greater variance in respondents’ opinions (Cooper and Schindler, 2008). Accordingly,
the survey questionnaire measured all 72 questions on scales of: 1 = Strongly disagree, 2 =
Disagree, 3 = Somewhat disagree, 4 = Neutral, 5 = Somewhat agree, 6 = Agree, and 7 =
Strongly agree.

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 3.6.2 Pilot
The data gathering stage of the research process normally begins with pilot testing (Blumberg et
al., 2008). “Piloting is conducted to detect weaknesses in design and instrumentation and to
provide proxy data for selection of a probability sample. Therefore, draw subjects from the target
population and simulate the procedures and protocols that have been designated for data
collection” (Cooper 2006 p76). The aim of conducting a pilot study in this research is to pre-test
the survey questionnaire designed through the procedure described above.

The survey questionnaire was distributed to colleagues at the university and non-participating
employees from the two examined organization. Valuable feedback was obtained from these
completed surveys, with comments regarding content, and wording. According to Cooper and
Schindler (2008), people feel frustrated when they misunderstand a question that has been
painstakingly written. “The difficulty of understanding long and complex sentences or involved
phraseology aggravates the problem further” (Cooper and Schindler, 2008 p337). Therefore the
researcher was careful about comments regarding wording and grammar. The majority of
comments indicated that participants were comfortable with the length of the survey. Participants
were told that they were participating in a pilot study, and also that the information provided by
them would not be included in the research analysis, but rather assist to inform the final version
of the survey.

3.6.3 Distribution protocol

After finalizing the survey the researcher had to take several steps to start the appropriate data
collection approach:
1- Both companies were initially phoned, and then visited. The researcher had to conduct a
meeting with the selected companies to agree on the suitable procedure of distributing the
survey for each one.
2- The survey was distributed in both companies, in two different ways, according to the
company requirements. During the questionnaire distribution any additional observations
of the company procedures were added to the researcher’s field diary.
3- At Company B, the HR department agreed with the researcher that the distribution of the
survey should be an Internet based survey. This technique involves computer-delivered

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 surveys, which are electronically completed by the study participants (Cooper and
Schindler, 2008). The company allowed the researcher to distribute the survey via the
intranet and keep it for one month on the company web site. Accordingly the researcher
received 200 responses.
4- At Company A, the HR director emphasized that the researcher should personally survey
each employee, justifying that this procedure would lead to much more accurate results.
An email was sent by the HR department to all departments asking the employees to
participate in the study. However, the researcher only received responses from the sales,
marketing, finance, and engineering departments. The researcher received around 102
responses. The HR department took the responsibility of arranging appointments with
these employees. “A personal interview (i.e. face-to-face communication) is a two-way
conversation initiated by an interviewer to obtain information from a participant”
(Cooper and Schindler, 2008 P 281).
5- The questionnaire was distributed in English. Figure 3.3 provides a summary of the
distribution protocol at both companies.

Figure ‎3.3 Survey distribution protocol

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 3.6.4 Population and sampling
The sample obtained from both companies was achieved using convenience sampling of those
who agreed to participate in the current study. The procedure of obtaining the sample was
discussed in the previous section. According to Cooper and Schindler (2006), convenience
sampling is known to be unrestricted. The researchers are free to choose whomever they find
(Cooper and Schindler, 2006).

The following section presents the data analysis techniques of the comparative case study.

3.7 Data analysis techniques

Existing research in service sector suggests that innovation management can be grouped into two
main methodologies: qualitative research (Johne, 1993) or quantitative research (Drew, 1995).
“Qualitative research, by generating richer and more elaborate information about the
phenomenon under investigation, can be used to overcome the limitation of quantitative research
and vice-versa” (Oke, 2007 p 571). The current study combines both methods to gain richer data
that helps to answer the research questions and develop the final model.

The analysis procedure for this study was conducted over the following three phases:

Phase 1, Qualitative techniques were applied in the form of semi-structured interviews across
different managerial levels. Interview questions were designed through extensive literature
research (secondary data). Certain techniques were applied to analyse the data obtained from the
interviews (see section 3.7.1). These techniques was undertaken to clarify key components that
contribute to the positive organizational work environment, job satisfaction and innovative
climate. The results gained aided in modifying the established model (model two). On the basis
of the modified model the survey questionnaire was developed.

Phase 2, The quantitative approach was applied through the administration of a survey for the
two companies. Several tests were done to analyse the gathered data, which is described further
in section 3.7.2.

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Phase 3, Triangulation took place by combining the result of the qualitative and quantitative
methods and observations made by the researcher during the data collection in phase one and
two. These observations were recorded in a field diary. This triangulation aided in the
development of the final study model.

The main research question of the study was “what is the impact of employee perceptions of
organizational work environment and job satisfaction on the innovative climate within the
organization?” Nine sub-questions emerged to answer the main research question. RQ1 to RQ3
were answered through the qualitative data analysis, and RQ4 to RQ7 were answered through
analysing the survey results. Figure 3.4 summarizes the previous discussion.

Figure ‎3.4 Diagram of the data analysis process

Organizational work environment, job satisfaction and innovative climate were identified as key
themes for this study. The upcoming section explains in detail the procedure undertaken to
analyse the qualitative data collected.

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 3.7.1 Qualitative data analysis
Qualitative data usually appears in the form of words rather than numbers, and it has always
been considered to be a source of “well grounded, rich description and explanation of processes
in identifiable local contests” (Miles and Huberman, 1994a P 3). A qualitative approach was
conducted across both companies, in order to locate key components that create a positive
organizational work environment, create job satisfaction, and contribute to the creation of
innovative climate from the managers’ perspectives.

This section describes the qualitative data analysis that was undertaken for the current study. The
data collection was conducted and managed in order to facilitate the starting stage of the
analysis, which is described in the following paragraphs. This section goes on to explain how the
interpretative procedure was applied to analyse the data. In addition, figure 3.5 provides a
summary of the steps taken to analyse the qualitative data.

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 Figure ‎3.5 Steps undertaken in the qualitative data analysis phase

Data management

At an early stage in the data analysis, the data was organized electronically. The researcher
transcribed 21 interviews as the first step of the analysis procedure. According to Patton, (2002)
transcribing provides another point of shifting between data collection and data analysis as part
of managing and preparing data. Also several copies of the transcribed data were saved in secure
places so they could not be lost or destroyed. “It’s prudent to make a back up of your data,
putting one master copy away someplace secure for safe keeping” (Patton, 2002 p 441).

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Interpretative procedure

According to Creswell (1998 p 144) “Interpretation involves making sense of the data”, referring
to the “lessons learned” as explained by (Guba, 1989 cited in Creswell, 1998). As argued by
Boyatzis (1998 p 5) “The interpretation phase of research follows development and use of a
thematic code”

The transcriptions were reviewed several times, with short ideas or key concepts being
summarized in order to make sense of the gained data. This interpretative procedure contributed
to both the development of codes and the development of themes, sub-themes and sub-theme
components, which will be discussed below.

Coding

Data reduction is a method of analysis that focuses, sharpens, and sorts out data in a way that
works towards one final conclusion being verified (Miles and Huberman, 1994a). The data
reduction procedure helped in organizing, categorizing and constructing ideas around the data.
Reading through the interviews has helped the researcher to reflect on the meaning of each
sentence and paragraph assigned to each code. “Coding can be thought about as a way of relating
our data to our ideas about these data” (Coffey and Atkinson cited in Boyatzis, 1998 p 5). Data
reduction is part of the analysis, not something separated. The investigator decides “which data
chunks to code and which to pull out, which patterns best summarize a number of chunks, which
evolving story to tell” (Miles and Huberman, 1994a p 11)..

The process of reducing the data has been done at three distinct parts, considering the different
managerial levels in each company:

Part one focused on the organizational work environment interview questions,

Part two focused on the job satisfaction interview questions, and

Part three focused on the innovative climate interview questions.

For each stage participants’ answers were organized in a way that helped reduce and summarize
the amount of data obtained through the semi-structured interviews. Data organization was done
through constructing a table for each interviewee. The table contained the following information:

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  Interviewee code: for each interviewee a code was assigned that reflected the
interviewees company name, designation and a number to differentiate between them.
For example, a director from Company B was given the code BD1.

 Codes: these are words that summarize and reflect the interviewee perceptions about the
questions asked during the interview.

 Quotes: in relevance to the assigned codes, interviewee perceptions that were deemed to
be particularly relevant were quoted.

For each key theme, the table provided a summary of the participants answers. This summary
was the initial stage for identifying the important components related to the organizational work
environment, job satisfaction and innovative climate. The structure of the table assisted in
performing the thematic analysis for the study. Table 3.2 below illustrates this procedure.

Table ‎3.2 Example of an analysis summary table

Key Theme: Organizational work environment

director Code Code Quotes
BD8 rewarding “I would say the rewarding policy will
affect job satisfaction”

Thematic analysis

Thematic analysis can be considered as a technique of seeing. What one observes does not
necessarily appear the same to others, even if they are examining the same information,
situations or events (Boyatzis, 1998). It is a method for recognizing, analysing and reporting
patterns (themes) in the data (Braum and Clarke, 2006). “It minimally organizes and describes
your data set in (rich) detail “(Braum and Clarke, 2006 p 79). Yet it goes further than this, and
interprets different aspects of the study topic (Boyatzis, 1998). Boyatzis (1998) explained that a
theme is a pattern found within information that at minimum explains and arranges the possible
observations, and at maximum interprets features of the phenomena.
Thematic analysis enables the researcher to use a wide range of types of information in a
systematic way that increases the accuracy in understanding and interpreting observations about

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events, situations, people and firms (Boyatzis, 1998). Moreover, it is a process used with most if
not all qualitative methods, as it facilitates the translation of qualitative information into
quantitative data. The first step taken toward conducting the thematic analysis was the coding
stage, as discussed above. Across the dataset, a long list of different codes emerged. The
researcher sorted different codes into potential themes, a process which started by analysing
codes and thinking about how different codes may combine to shape an overarching theme. The
current study followed a certain procedure to help sort the different codes into themes. Firstly, as
explained previously, each code has been briefly described according to the different interviewee
perspectives. This helped the researcher to remember and understand how each manager
explained the meaning of the created code. Secondly, these codes were grouped under the
identified key theme. Moreover, these codes were considered as the main components of that key
theme. For example, under the key theme job satisfaction, several codes from each interview
emerged. Figure 3.6 below illustrates an example of this process.

Key theme: Job satisfaction

Codes:
 Autonomy
 Job design Critical
 Salary and position components of
 Rewards and compensation job satisfaction
 Physical work environment from director
 Title “Culture” view
 Appraisal
 Benefits
 Fairness
 Progression and monitoring plans

Figure ‎3.6 Components of the key theme of job satisfaction

Thirdly, in accordance with the previous two steps, the researcher was able to merge these codes
and segregate them in to themes, sub-themes and sub-theme components under each related key
theme. According to this study, a theme was identified as a main component of a key theme,
while a sub-theme was identified as a main component of a theme, and a sub-theme component
was identified as a part of a sub-theme. For example the organizational work environment was
indicated as a key theme. One of the identified themes in relation to the organizational work

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environment was the support environment. The support environment incorporated psychological
work environment as a sub-theme. The psychological work environment incorporated
encouragement and communication as sub-theme components.
The literature review helped in identifying what components are considered as themes, sub-
themes, and subthemes components.

Comparison process
The management hierarchy of the research participants was not at the same level in each
company. For instance, at Company B the research participants had the roles of directors and
managers. In comparison, the research participants at Company A had the roles of managers and
supervisors. The position of directors at Company B was a higher managerial level than the
managers in Company A. However, in both organizations managers were at the same managerial
level. Consequently, interviewees in each company were grouped into two groups according to
the managerial levels. The comparison between respondent perceptions within each company
was conducted through two steps:
Step one: conducting a within-group comparison by comparing participants perceptions at the
same managerial level. For example, looking for similarities and differences between directors’
perceptions toward components considered to be important to creating job satisfaction.
Step two: conducting a between-group comparison at each company. For example, the data
obtained through the interviews were compared between directors and managers.
However the comparison between companies was conducted only at the same managerial level,
in order to find commonalities and differences between both companies in regards to participant
views and experiences about key components of organizational work environment, job
satisfaction and the innovative climate.
The previously mentioned comparisons enabled the researcher to identify the important
components in the model. Moreover, these comparisons helped to classify the new emerging
components into themes, sub-themes and sub-themes components, along with the support of the
literature review. Furthermore, the comparisons assisted with the development of the survey,
helped answer the main research question “what is the impact of organizational work
environment and job satisfaction on the innovative climate”, and helped answer the research sub-
questions RQ1 to RQ3. Figure 3.7 and Table 3.3 below summarize the above discussion.

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Figure ‎3.7 Diagram of the comparisons conducted

Table ‎3.3 Summary of the qualitative data analysis procedure

Phase one : 1- Interpretative approach : identifying codes and themes for all interviews
Company Managerial level Type of comparison Aim
Company B Director 9 Within group develop themes to
Manager 2 Within different refine model and
group build the survey
Company A Manager 7 Within group develop themes to
supervisor 3 Within different refine model and
groups build the survey

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Company B + Total 21 Between both develop themes to
Company A companies refine model and
build the survey

The following section will focus on the quantitative analysis techniques employed in the study.

3.7.2 Quantitative data analysis techniques

This section provides an overview about the techniques used to analyse the survey. The
following paragraphs describe the way the data was entered and organized, as well as discussing
the statistical analysis used for the survey responses, which included frequency distribution,
correlation and regression analysis. All statistical analysis was carried out using Excel statistical
software and its included routines.

Data entry and formatting

All the data were entered and arranged into an electronic spreadsheet. This spreadsheet contained
one sheet for each company. For each respondent, data were recorded for demographics such as
age, gender, experience, salary and educational level (see appendix F for survey design).
Furthermore, data were entered according to questions asked in relation to key themes, themes,
subthemes and components of sub themes.

There were some missing responses in the survey, particularly as one company (B) decided not
to answer the questions for the key theme of “organizational work environment”, as the company
found the questionnaire to be too time consuming. Due to such missing data, in some cases it
was not possible to run a comparison of frequency distribution and correlation between the two
companies, moreover to conduct regression analysis to the main research question. Where the
data was available cross company comparisons were performed.

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Frequency distribution

Frequency distribution was run on the survey data to determine a trend for each of the questions
in the survey. For example, the theme of rewards and compensations had the question: “I feel
satisfied with my opportunities for salary increases” (Question 46).
The distribution of responses on this question was as follows: strongly disagree - 16; disagree -
27; somewhat disagree - 25; neutral - 12; somewhat agree - 18; agree - 4; and strongly agree - 0.
Analysing this distribution, it was concluded that most of the respondents’ answers were
somewhat negative regarding the opportunities of salary increases in the company. The
following figure pictures the frequency distribution for questions 39 to 51, for the theme of
rewards and compensations.

Figure 6-17: Rewards and Compensations

120

100

80

60

40

20

0
39 40 41 42 43 44 45 46 47 48 49 50 51

Question Number
Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

Figure ‎3.8 Frequency distribution of the theme of rewards and compensations

Following this, the distribution of each question was compared between the two companies using
a t-test for response mean. In all cases where a difference is reported this is a difference with
statistical significance of greater than 0.05. For instance, a comparative view in the distribution
of the theme of reward and compensation revealed points of difference and similarity between

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the two companies. In the case of Company B, the majority of the respondents were satisfied
with: their chance of promotion; regular promotions and fairness; salary increases; benefits;
achievement recognition; and non-cash rewards. Whereas in Company A, the majority of the
respondents were unsatisfied with: the promotion system; chance of promotion; payments; salary
increases, annual bonuses; and unavailable stock rewards. Therefore, the frequency distribution
analysis was important to learn about the similarities and differences of employee perceptions
between the two companies.

Correlation

As explained by Zikmund et al., (2010 p 559) a “correlation coefficient is a statistical measure of

covariation, or association between two variables.” In this study, Pearson correlations between
two variables were calculated on the basis of mean values. The correlations can be assessed as
s
very low, low, moderate and high, in cases where the value of the coefficient correlation (r ) is

below 0.3, between 0.4 to 0.6, between 0.6 to 0.8 and above 0.8 respectively (Zikmund et al.,
2010). For the purpose of these comparisons Pearson’s correlation coefficient were calculated
using the “Correl” function in Excel. The technique of using Pearson correlations was conducted
to fulfil two purposes. Firstly to understand how themes within one key theme are impacting the
overall concept of that key theme, and secondly to analyse the association between the key
themes. The following section will elaborate the steps taken in correlation analysis according to
these two purposes.

For the first purpose, that is how the themes within one key theme are impacting that key theme,
multiple sets of correlations were run for job satisfaction and organizational work environment.
The innovative climate was not subjected to this analysis, as it only had individual questions
rather than themes. The correlations for the job satisfaction are: Job satisfaction and teamwork;
job satisfaction and rewards and compensations; job satisfaction and management style; job
satisfaction and job design; job satisfaction and person fit; and job satisfaction and culture.
Furthermore, correlations were run between the themes within job satisfaction such as between
team work and rewards and compensations. The same type of correlations were also run for the
organizational work environment.

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For the second purpose, that is to assess the association between the key themes, correlations
were run by taking the key themes in pairs, that is: between job satisfaction and innovative
climate; between innovative climate and organizational work environment; and organizational
work environment and job satisfaction. In order to analyse the association between job
satisfaction and innovative climate, two correlations were run on the survey data. The first
correlation is between innovative climate and job satisfaction, and the second one is between
innovative climate and components of job satisfaction. The same types of correlations were also
run to investigate the association between innovative climate and organizational work
environment.

The remaining correlations for the second purpose looked into the association between
organizational work environment and job satisfaction. Three sets of correlations were needed to
make this comparison. The first set was between organizational work environment and job
satisfaction. The second set had two correlations: components of organizational work
environment and job satisfaction, and components of job satisfaction and organizational work
environment. The third set compared the components of the key themes, that is, the components
of job satisfaction and the components of organizational work environment. On completion of
the correlations discussed above, the results were compared between the two companies.

Regression analysis

According to Zikmund et al., (2010 p 564) “ regression analysis is another technique for
measuring the linear association between a dependent and an independent variable”. The current
study applied the regression analysis technique to analyse the relationship between the three
study variables (organizational work environment, job satisfaction and innovative climate). This
was done to further develop an answer the main research question “What is the impact of
employee perceptions of organizational work environment and job satisfaction on the innovative
climate within the organization?” Regression analysis utilizing the Excel “Regress” function.
The relative strength of these regression equations was evaluated using r2, F and β value as
reported in chapter 6. The researcher was only able to test whether a relationship exists in one

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company, as the data from the other company was limited and didn’t include the organizational
work environment section in the survey questionnaire.

3.8 Methodological considerations

3.8.1 Limitations of the methodology

The following limitations apply to the study:

1. The difficulty of generalizing the findings of the current study to the service sector. However,
in place of this generalization, the study tries to find empirical evidence that will motivate
academic researchers and students to conduct further investigation.

2. Limited concentration of this research. This research concentrates on the selected companies,
and does not investigate the proposed study model on the entire service sector level.

3. The sample that was chosen for the survey does not represent the whole population of both
companies that the researcher will investigate.

4. Limited responses in the dataset of Company B.

3.8.2 Researcher bias

Researcher bias is an important concern in the current study, since the researcher is the major
measurement device in qualitative investigations such as interviews (Miles and Huberman,
1994b). The researcher knows that her bias might impact the research outcome and process.
Several techniques were followed in this study to minimise the effect of researcher bias as
follows:
1- The practice of transcript validation was conducted to minimize researcher bias. The
twenty one respondents returning the transcript confirmation reduces the effect of
researcher bias, and adds credibility to the data in the current study.

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 2- Reflexivity: “researchers can use the process of reflexivity as a tool to assist them with
studying across differences” (Hesse-Biber and Leavy, 2011 p 120). It is defined as “the
process through which researchers recognize, examine and understand how their own
social background and assumptions can intervene in the research process” (Hesse-Biber
and Leavy, 2011 p 120).

3- Also the researcher knew that beliefs, personal feelings, and expectations might lead to
bias having an effect on the findings. The researcher entered the company with
preconceived ideas about both companies through personal reading on the Internet sites
of both companies. Moreover, the researcher meetings with the HR department in both
companies gave a general idea about the environment in both companies. Therefore the
researcher examined her own biases throughout the analysis of the semi-structured
interviews by reflecting upon what she learned about both companies. Also, discussing
the results with supervisors and some colleagues who work in the industry helped to
minimise the effect of this bias.

4- Comparing and triangulating results have helped the researcher to think about how much
she has influenced the research data.

However, the researcher was also aware that her relative inexperience in working in such
companies allowed her to take a fresh approach to the analysis the data collected in this study.

3.8.3 Responses bias

It is important to distinguish between a number of generic and synonymous expressions used in
this area (Adrian, 1986). Firstly, response bias can be used as a generic expression for a whole
range of responses to interview questions which bias a certain type of response from the correct,
honest, accurate answer (Adrian, 1986). “They include the socially desirable or faking-good
response as well as its opposite faking bad (or mad), acquiescence or yea-saying (the tendency to
agree irrespective of the question) or its opposite or nay saying, extremity response set (always
choosing extreme opposites) or it’s opposite mid-point response set” (Adrian, 1986 p 385). The
researcher took steps to counter response bias during the data collection stage. As mentioned

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previously, the researcher presented a mixed method approach for data collection, which
included interviews and a survey questionnaire. Participants were briefed that the major aim of
the study was to capture their opinion of their organizational work environment, their
satisfaction, and the factors that impact the innovative climate in the company. In addition, the
researcher emphasized that information obtained from all participants would remain confidential.

3.9 Conclusion
In conclusion, the methodology applied to this thesis adopted a mixed methods approach. This
protocol allowed the gathering of data from different sources. The procedure of conducting the
semi-structured interviews was explained in detail, such as the sampling approach and the
interview process. Moreover, qualitative data analysis techniques were discussed to convey how
the interview questions were analysed.

The development of the survey questionnaire was based on the results gained from the interview.
Correlation and regression analysis was adopted for the analysis of the survey, and observation
took place in both qualitative and quantitative stages allowing the researcher to gain better
insights about the situation at each company. A comparative approach was applied between both
company cases during all data analysis procedures. Also, the triangulation method was applied to
aid in answering the research questions. In addition, this chapter discussed the limitations of the
research methodology used. The next chapter provides an overview of the two company cases.

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4 Introduction to the Cases

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Introduction
This chapter provides information about the country where the research was conducted (Jordan).
Also it introduces the two examined companies, summarizing some information considered to be
important to this study such as the company history. Moreover it presents a background of the
telecommunication industry in Jordan.

All citation of the information provided by the company website is hereafter referred to as
(Company A website) or (Company B website) to maintain the confidentiality of the company’s
identities. Also some information had to remain undisclosed, and some other company names
were changed to maintain confidentiality.

4.1 About Jordan

The Hashemite Kingdom of Jordan is officially an Arab country and it is a constitutional
monarchy established on January 8, 1952 (Bureau detacol si tI .) 1102 ,sriaffA nretsaE raeN fo
”abaqA fo fluG eht ot nwod treseD nairyS eht fo trap nrehtuos eht gninnaps aisA tsewhtuos“ ni
dna ,²mk 143,98 serusaem yrtnuoc ehT .nammA si yrtnuoc eht fo ytic latipac ehT )2102 ,ediuG(
ylniam era snainadroJ .)1102 ,sriaffA( noillim 15.6 eb ot 1102 ni detamitse saw noitalupop sti
,sriaffA(”.sdruK dna ,snainemrA ,snaissacriC fo seitinummoc llams wef a“ gnidulcxe ,sbarA
eht yb nekops dna dootsrednu ylediw si hsilgnE tub ,cibarA si egaugnal laiciffo ehT .)1102
s’modgnik eht ot gnivoM .)1102 ,sriaffA( tnemnrevog dna ecremmoc ni desu si dna ,ytinummoc
larutlucirga detimil sa hcus secruoser larutan detimil ylbaton htiw yrtnuoc llams a si ti ,ymonoce
seirtnuoc roop-retaw tsom ruof eht ni deknar saw tI .egatrohs retaw a morf sreffus osla dna ,dnal
.)1102 ,sriaffA( dlrow eht ni
Currently the kingdom is investigating ways to expand its limited water resources, and also
utilize its existing water supply more efficiently, “including through regional cooperation”
(Affairs, 2011). A new energy strategy has been developed by the government in 2007 aiming at
developing more indigenous and renewable energy resources, “including oil shale, nuclear
energy, wind, and solar power” (Affairs, 2011).
Under King Abdullah, Jordan has adopted a new program of economic reform. Jordan has been
very dynamic in restructuring its economy. The country has been ranked as one of the best
economic reformers in contrast to other middle income-countries (Vegt et al., 2005). Structural

107
improvements have been particularly instrumental in liberalizing private investments; the trade
regime has been opened, implementing modern regulations and institutions for developing the
private sector (Absolute portfolio management). Moreover, the business environment in both the
public and private sector has been improved (Absolute portfolio management).
The government followed a new program for the “phased elimination of fuel subsidies”, “passed
legislation targeting corruption” and started the tax reform (Affairs, 2011). In addition, the
Jordanian government has worked to liberalize trade by becoming a member of the World Trade
Organization (WTO) in 2000, by signing an association agreement with the European Union
(EU) in 2001 (Background Notes on Countries of the World: Jordan, 2008), and by signing the
first bilateral free trade agreement (FTA) between the United States of America and an Arab
country (Jordan) in 2001. The FTA helps to provide an open marketplace for communication,
finance, construction, health and services (The Jordan-U.S. free trade agreement). Also for the
protection of intellectual property, the government imposed strict application of international
standards (Affairs, 2011).
The World Bank has classified Jordan as a "lower middle income country”. As cited in
Bureau %31“ ,scitsitatS fo tnemtrapeD s'nadroJ ot gnidroccA .) 1102( ,sriaffA nretsaE raeN fo
,7002 ni deyolpmenu saw nadroJ ni gnidiser noitalupop nainadroJ evitca yllacimonoce eht fo
.”etar tnemyolpmenu %03 a etic setamitse laiciffonu hguohtla
Compared to other countries with similar incomes, literacy, education, and social well-being
measures are relatively high in Jordan. However the population growth rate in recent years has
declined (Affairs, 2011).
Jordan recognized that gaining future growth and economic recovery depends on encouraging
the more proactive tasks of the private sector and focusing on the redefined role of the
government in the economy (Awamleh, 2002).
Privatization was declared in Jordan as a new government policy in 1985 (Awamleh, 2002). In
spite of this declaration, no practical steps to implement privatization were taken in Jordan until
1992. From this date it can be said that the Jordanian economy became generally private-sector
oriented (Awamleh, 2002). Before the privatization program began the public sector’s share in
the gross domestic products (GDP) was only 14%, excluding public service procedures. Hence
after implementing the privatization program, the private sector’s share in the GDP in 1992 was
concentrated in constructions (100%), financial, business, and community services (95%), and

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manufacturing (94%) (Awamleh, 2002). Later the significant contribution of the privatization
was found in the mining sector (phosphates, potash), and in the public utilities sectors such as
communications, water, transportation and electricity (Awamleh, 2002). In 1930, Britain’s Cable
and Wireless Company supported the Jordanian Department of Post and Telegraph in developing
telecommunication services and international links (Abu-samaha and I., 2007). Hence the
telecommunications corporation (TCC) was recognized as a government controlled entity in
1971, which had a number of responsibilities for a wide range of telecom services including
telephone, telegraph, and telex. As a first step toward privatization in 1997, TCC was
transformed into a government-owned company, which operated on a commercial basis. Later,
the company was renamed as Jordan Telecommunications Company (JTC) (Abu-samaha and I.,
2007). Finally, in 2000 France Telecom and the Arab Bank owned 40% of the company (Abu-
samaha and I., 2007).
This study will focus on the statement that innovative climate is an outcome of satisfied
employees and effective work environment, which will be studied in the Jordanian context at
Company B, which was an initially a state-owned enterprise and was later privatised, and
Company A which was established as a fully private company.

4.1.1 Telecommunication sector

Jordan’s telecommunication sector has proven to be one of the most dynamic and booming
sectors in the Jordanian market (Consulting, 2005). Remarkable developments have been
achieved on more than one front, “including the regulatory and legislative domains,
infrastructure, new services and improving the quality of existing service at more reasonable
prices” (Consulting, 2005 p 3). The government has identified information and communication
technology (ICT) as a main potential growth area for the country economy, and a main
component of infrastructure (Consulting, 2005). His Majesty King Abdullah II has strongly
promised to clear away any possible problems that might decrease the development and progress
of the telecommunication sector. The REACH initiative has been identified as one of the most
important initiatives for the ICT sector. “This initiative embodies His Majesty’s vision on a
developed Jordan, an educated people and connected schools” (Consulting, 2005 p 5). It focused
on securing 30,000 work opportunities in the ICT sector, increasing the annual exports size to
US$550 million, raising the foreign investment to US$150 million, providing high quality ICT

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services, developing ways and principles of teaching at universities and schools, and “promoting
inter-sector and service competitiveness” (Consulting, 2005).

King Abdullah II stressed that significant achievement in Jordan against a backdrop of sharp
international economic and political challenges has been achieved by the ICT sector (Alshami,
2010).
Before 1995, the regulatory body of the telecom sector was the TCC (Consulting, 2005). Under
the supervision of the Ministry of Post and Telecommunication, telecommunication services
were handled and managed (Consulting, 2005). A new telecom law was issued in 1995, which
launched the Telecommunications regulatory commission (TRC), stating that “the TRC should
be financially and managerially independent to regulate the sector and to implement the
government general policy” (Consulting, 2005 p 5).
Jordan joined the WTO at the end of 1999, which made the government revise its laws,
especially those that are related to intellectual property rights and trade services, in accordance
with WTO standards (Consulting, 2005). Therefore, the telecom law was adjusted in 2002
(Consulting, 2005). This law stressed the independence of the TRC by restructuring its board of
directors (Consulting, 2005). “In place of a board of directors headed by the minister of post and
Telecom, abroad of five full-time commissioners to lead TRC” (Consulting, 2005 p 5-6). The
same law transformed the Ministry of Post and Telecommunication into the Ministry of
Telecommunications and Information Technology (Consulting, 2005).
The telecom sector is rapidly developing into the most dynamic and competitive market in the
Arab world (Organization and Technology, 2005). Also Competition in the mobile market is
strong, resulting in much cheaper prices (Organization and Technology, 2005). The market is the
most liberalized in the region, and achieved full liberalization at the end of 2004, with the ending
of the fixed line monopoly (Organization and Technology, 2005). Mobile penetration (people
who have one or more mobile subscriptions) is around 85% among adults 15 years and above
(Interactive, 2009).

In conclusion, the dynamic and growing ICT environment in Jordan presents attractive
opportunities for the researcher to apply the study to both selected companies.

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4.2 Company A
On August 9th 2004 Company A was granted a license to launch and operate a third public
digital cellular mobile network in the GSM 1800 spectrum by the Telecommunications
Regulatory Commission (Global investment house KSCC, 2008). The company was chosen
because it satisfied the licensing conditions stipulated by the Telecommunications Regulatory
Commission in Jordan. This achievement has enabled the company to operate, manage and own
a public digital cellular mobile network.

In June 2006, an Arab company has agreed to buy a 96% stake in Jordan’s mobile operator
(Company A) for US$415mn. The Underprivileged Student Support Fund in Jordan’s
universities will retain the remaining 4% equity in the company (Global investment house
KSCC, 2008)

The company launched its service in June 2005, however its license expires in 2019. It covers
99% of the population “including all highways connecting the Central, Southern and Northern
regions, and other key routes to the borders” (Global investment house KSCC, 2008).

The main focus of the company is to increase its competitive advantage and to provide high
quality services that are innovative and focuses on customer satisfaction (Company A website).
Thereby the strategy was to provide them with cutting-edge and innovative technology. All core
network elements are 3G ready also it is based on high capacity Soft switch technology
(Company A website). 3G networks will enable Company A to provide extensively increased
range capacity; therefore customer base and the volume of service product functionality will
increases (Company A website).

The company is currently employing around 500 employees all located in Amman (Company A
website). As mentioned previously, Company A’s market share in 2009 reached approximately
27%. Therefore in mid 2010, at the 5th anniversary of Company A, the subscribers of the
company exceeded 1.8 million (Company A website). Company A succeeded in winning
customers in Jordan, and proved its strong development and growth capabilities (Company A
website).

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The company has proven to be the first in the development of services to meet the dynamic
needs of its clients in the market (Company A website). A range of new and existing services and
features that have been offered by the intelligent network and the Value Added Services (VAS)
Platform has distinguished Company A subscribers (Company A website). In addition to its
transcendent voice service, Company A “offers high bandwidth for all data applications through
the SMS gateway and nationwide coverage of GPRS/EDGE” (Company A website).

The Global System for Mobile Communications (GSM) is the most popular standard for mobile
telephony systems in the world (Wikipedia the free encyclopedia, 2012) . As a GSM provider,
Company A was the first and only telecommunication provider in the Kingdom that placed
precedence on a regional level, as it adopted a per-second billing plan for both prepaid and
postpaid subscriptions, allowing Company A’s customers to pay the exact amount for the air
time used to the closest second (Company A website).
Moreover, the company was the first operator in Jordan to introduce lower denomination scratch
cards to the marketplace. This made re-charging prepaid lines more affordable and easy for
Company A's prepaid customers (Company A website).
Company A offered the chance to connect to the Internet at a speed of up to 256 Kbps to its
subscribers, and were the first local operator to use EDGE technology (Enhanced Data rates for
GSM Evolution), which is a “digital mobile phone technology that allows improved data
transmission rates as a backward-compatible extension of GSM (Wikipedia the free
encyclopedia, 2012) . Moreover, Company A customers can view now TV on their phones, and
access thousands of their preferred videos and songs (Company A website).

Company A “was the first to offer Unstructured Supplementary Services Data (USSD) menu; an
easy-to-use interactive menu, allowing its customers to gain easy access to both infotainment
services as well as customer care services” (Company A website). Moreover, it was the first to
apply 2.75G network in Jordan, which provides good cover for all areas inside and outside
Jordan, and utilizes a highly developed system (Company A website).

During 2005, a number of major goals were achieved which strengthened Company A's overall
goal, such as rating first in regards to providing innovative services and giving the client the best

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value for their money (Company A website). “[Company A] was the first mobile operator in the
Middle East to offer Voice SMS services for its customers” (Company A website). Such a
service gives the opportunity to its customers to send voice messages to one another rather than
typing messages (Company A website). . Thus, Company A offered more professional, faster,
and more reliable service (Company A website).

The researcher believes that examining the study variables (job satisfaction, organizational work
environment, and innovative climate) on Company A is worthwhile for several reasons:
1- Company A is a young, fully private company and has entered the market with new look,
and a modern and innovative customer focus.
2- Because of the efforts to increase competitive advantage and offer unique content and
services that are innovative and customer focused, Company A ”has proven to be a
pioneer in the development of services to meet the dynamic needs of its customers”.

The upcoming section will discuss the second company that participated in this study.

4.3 Company B

The first Jordanian telecommunication company was entirely owned by the government. The
first step of its privatization was in 1997 and it provided fixed lines services, and shares were
issued to the public (Company B website). The next step in the privatization process was in
2000, when a European player and the Arab Bank obtained 40% of the company (Company B
website). The European player had a major role in the privatization when it began increasingly
acquiring shares, until it became the controlling shareholder in 2006 with a 51% stake,
controlling the management rights of the period 2006 to the close of 2008 (Company B website).

The commercial brand of Company B was adopted by the combined group, for all its fixed,
mobile, internet, and content services, emphasizing another achievement in the ICT sector
(Company B website). “This step aimed at providing the Jordanian market with the standardized
world class services of the Company B brand creating a clear difference in the lives of people

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who joined the Company B global family which encompasses 190 million customers in 220
countries and territories worldwide” (Company B website).
Since then, Company B has offered comprehensive and various services at reasonable prices,
considering the principles and values that fulfill customer requirements and the local market
needs (Company B website). The most recent is the introduction of its 3G+ network, which
made Company B the exclusive mobile operator in Jordan authorized to provide 3G+ services in
the local market (Company B website).

In order to continue providing better customer service and to continue meeting their demands,
the group has restructured its business units on the basis of the market segments as follows
(Company B website):

1- The Company B Home Business Unit: is specialized in providing Internet offers to their
residential clients and to the Small to Medium Enterprises (SMEs). Also managing the back
offices, call centers and “the field sales of all residential and SME customers”.
2- The Company B Enterprise Unit: is designed to meet the requirements of customers who are
looking for mobile line solutions with a highly focused client service and distinguished offers. In
addition, this unit manages the whole distribution (shops and indirect sales) for the Group.
3- The Company B Enterprise Business Unit: concentrates on gathering and merging all of the
relationships with the Group’s corporate customers (such as banks and large companies), and
managing the relations between the Group’s networks and all international and national
operators.
4- The wholesale Business Unit: manages the relations between Company B’s group networks.
In addition, this unit also manages the relations between national and international operators.
5- The Company B Innovations & Corporate Integrated Solutions Business Unit: manages the
Group’s innovative offers, such as Internet Protocol TV and handles project implementation.
This unit also offers turnkey solutions to corporate customers.
This structure has also allowed the Group to add value and simplicity to the life of its customers,
which has consequently distinguished the Group’s status in Jordan (Company B website).
The business operations in the company are structured and managed according to six segments
(Company B website):

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 1- Fixed: provides fixed line telecommunication services across the kingdom.
2- Mobile: manages and operates the mobile telecommunication in the company
3- Internet: offers Internet services.
4- Innovations and Corporate Integrated Solutions: specializes in managing customer data
and provides the operating platform for businesses that provide electronic services.
5- Wholesale Business: provides information regarding the business requirements of
existing licenses and newly licensed service providers.
6- Company B Group Foundation: a non-profit firm that funds and support social, cultural
and humanitarian events.

Company B is currently employing a total of 2206 employees, distributed all over Jordan. In
Amman alone, the company has around 650 employees within its headquarters, and many more
distributed throughout the city.
Company B’s customer base is growing rapidly. For example, when comparing the results
between 2008 and the end of 2007, it grew in 2008 to 2.52 million, which is 3.4 percent higher,
and had a increase in net profit of 6.1 percent compared to the end of 2007. The company has
achieved these results because of the dedicated efforts of management, employees, and
stakeholders, and by developing groundbreaking communication innovations in a highly
competitive market (Company B website).
The current study focuses on the Amman headquarters of Company B, and particularly on the
mobile services section within that group.
The main focus of the study is centered on the statement that innovative climate is an outcome of
satisfied employees and effective work environment. Therefore after reviewing the company
history and profile the researcher believed that testing the study variables on Company B would
be very beneficial, would provide very good results, and ideally lead to several important
recommendations, as the company was initially owned by the government and was later
privatized by a global company.

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4.4 Conclusion
This chapter summarized information regarding the country, the telecommunication industry,
and the examined companies. The information was presented to emphasize the importance of
conducting such a study on these companies and in this industry.

The next chapter will discuss the qualitative findings that emerged from comparing the data
obtained from the semi-structured interviews from both companies.

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5 Qualitative Analysis

117
Introduction
This chapter illustrates the descriptive findings drawn from the semi-structure interviews. As
mentioned previously, the interviewees were of different managerial levels, which are:
supervisors; managers; and directors. This chapter presents findings obtained from a comparison
between managers’ views in the two participating organizations. This comparison was useful to
highlight the commonalities and differences between the two companies, contributing to richer
answers to the research question.

In regards to other managerial levels, the relevant quotes and information are provided in
appendix I (Company A data) and appendix J (Company B data). The comparative analysis
between the managers and the quotes from other managerial levels have aided the development
of the revised model, or “Model two”, as discussed in chapter seven.

The qualitative analyses presented in this chapter along with the addition information presented
in appendix I and appendix J have helped to triangulate qualitative and quantitative data. The
outcome of the triangulation contributed to the development of the final model, or “the
innovative climate model”, as presented in chapter seven. This model answers all research
questions highlighted in section 1.4, and adds to the body knowledge in regards to what factors
contribute to a positive innovative climate when considered in light of employee satisfaction and
an appropriate organizational work environment.

Similarities and differences were highlighted from the managers’ perspectives among the study
variables as shown below:
 Section 5.1 discusses similarities and differences of managers’ perceptions on the
organizational work environment at the company.
 Section 5.2 discusses similarities and differences of managers’ perceptions on job
satisfaction at the company.
 Section 5.3 discusses similarities and differences of managers’ perceptions on the
innovative climate at the company.

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5.1 Organizational work environment
The comparison between managers of both companies revealed commonalities and differences in
regards to their perceptions of the key variables toward creating a positive work environment.
Commonalities occurred in the variables of: rewards and compensations; teamwork; physical
work environment; training; rotation; delegation; and policy. Through the comparison,
differences were found in the variables of: transparency; learning; motivation; communication;
work hours; progression and monitoring plans; routine; and culture. The perceptions of
managers from both companies in regards to the commonalities will be discussed below.

5.1.1 Rewards and compensations

Company B
Rewards (whether monetary or non-monetary) and compensations were indicated by both
managers interviewed as being an important factor impacting organizational work environment.
“We all work for money at the end, so it is important to receive a decent salary in
accordance to what you produce, but the rewards can be something else than a
monetary reward. Reward can be recognition of a good job achieved, like being
able to present your achievement to the company, to the C.E.O, to your chief
officer, to be highlighted; recognition is the most important reward. So monetary
reward is a management tool but it's not the only one. However rewards and
compensations have a significant impact on the organizational work environment”
(BM1).

Company A
All managers stressed the importance of the monetary rewards in terms of creating a positive
work environment.
“Of course rewards and compensations are very important components for
producing a positive work environment” (AM1).
Also two of the managers mentioned that organizational success depends on rewarding
employees in their achievements. They believed that achieving the assigned goals will stop or

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decrease if employees do not get rewarded. Also, rewards improve employee creativity and
motivate them to innovate more.
“Of course, if there is no rewarding for exceeding achievements, there is no
continuity for the company future. Also rewards and compensation pushes
employees to work better and to be more creative” (AM2).
One of the managers explained that the reason for rewarding certain employees should be
explained in front of others, arguing that the explanation will reduce the frustration of others who
didn’t get rewarded.
“The reason of rewarding some certain achievements and not rewarding others
should be explained in front of others. If the right explanation is not provided,
employees will get frustrated and de-motivated to be creative again” (AM4).
One of the managers argued that fair distribution of rewards and compensations are important.
He complained that the company recognition system of the achievers is not well established and
is unfair. Furthermore, he commented that this situation produces a negative working
environment.
“Imbalanced recognition of achievers, this is the most difficult part, the most
crucial part, the most difficult thing that really produces a negative atmosphere.
You can see it’s frustrating especially when you see and know someone at the
same level but is getting higher salary better position maybe. You are doing your
job, he’s doing his job, you’re at the same level but he’s getting it and you’re not,
and it’s difficult to explain to employees that” (AM4).
All of the managers asserted that the presence of non-monetary rewards is an important element
affecting the organizational work environment.
“Rewards (non-monetary) are critical in producing positive work environment”
(AM3).

Similarities
All managers from both companies indicated that implementing a proper rewards and
compensations system in the company, for both monetary and non-monetary rewards, will
positively affect the organizational work environment.

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Conclusion
Even though all managers from both companies indicated the importance of a rewards and
compensations system for the organizational work environment, managers at Company A added
some ideas to enhance the reward system in the company. The researcher believes that these
suggestions occurred from managers at Company A because the company was initially privately
owned, and still new in the market when compared to Company B, which was initially owned by
the government. Therefore the reward system at Company B may have a stronger foundation
than Company A, especially after the privatization at Company B.

All managers from both companies supported the importance of rewards and compensations,
which reflects that this component is extremely important for their organizational work
environment.

5.1.2 Teamwork

Company B
Both managers emphasized that teamwork is essential for producing a positive work
environment. They highlighted that employees should be capable and have the ability to work
within a team.
“Team work is key, working in a company whatever public or private, is never to
be one man show, so team work is very important, the ability to work within a
team is very important and is considered as a critical factor influencing the
organization environment” (BM2).

Company A
All managers emphasized the importance of maintaining teamwork activities in the company,
because of the positive influence they have on the organizational work environment.
“Team work is critical in producing positive work environment” (AM4).
All managers stressed that they are maintaining the teamwork spirit at the company. The
managers argued that the company is focusing on motivating its employees to work within
teams. They argued that teamwork is employed at a very high level, and furthermore that the
managers themselves are enjoying working within teams.

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 “What I have enjoyed here most, is the people that I work with in the marketing
department. The team I’m heading in is amazing. Also the company and its
managers are maintaining teamwork in the company at high levels”(AM3).
Two of the managers argued that team work is a critical element to their departments because of
the department’s nature of work.
“Of course, especially because my division is somehow project oriented, and
projects should be done by teams.”(AM2)
All managers emphasized that maintaining teamwork activities in the company is essential for
creating a positive organizational work environment. All of the managers stressed that the
company policy is focused on maintaining the teamwork spirit, and that the company motivates
employees to work within a team. Moreover, they expressed their happiness for working within
teams

Similarities
All managers from both companies indicated the importance of teamwork activities in relation to
the organization work environment.

Conclusion
As mentioned previously, all managers from both companies indicated the importance of
teamwork, but Company A managers showed more interest on the topic. The researcher believes
that this finding is related to the history of the company, as new companies often apply more
modern and dynamic approaches to their work. Also the researcher noticed that managers
employed at Company A were younger and more educated than managers at Company B, which
makes them more likely to have more modern ideas regarding ways of performing work.

5.1.3 Physical work environment

Company B
One of the managers was dissatisfied with office distribution and lighting at the company.
Moreover, the manager was frustrated about the lack of privacy occurring from bad office
distribution.

“the distribution of offices is bad and lighting too. Because of the bad distribution

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 there is lack of independency and this is a problem for me and my colleges. The
ones who feel the independency are the directors as they have their own
offices”BM1.

Company A
Four managers argued that the physical work environment needs improvement in their company.
The managers were complaining about spacing and privacy.
“I believe that the open area is not very productive and doesn’t provide enough
spaces. Closed offices might be a very good idea for employees especially when
confidential work is required” (AM1).
In this company, employees are located in to two different buildings, and the researcher noticed
that employees working in building B are frustrated about the spacing issues, as building A is
much better in size and in organization. Therefore this comment was raised by these four
managers, as they were all working in building B.

Similarities
Managers from both companies complained on almost the same issues regarding the physical
work environment. These were spacing, privacy. However at Company B a comment on the need
of improving the lighting condition was added.

Conclusion
The researcher believes that these comments relate to the fact that both companies don’t own the
building they are operating at.

5.1.4 Training

Company B
Both managers emphasized that training is a significant factor when creating a positive work
environment. They concentrated on formal training, which grants completion certificates. Also
one of them stressed that the spirit of sharing the learned knowledge between employees should
be present in the company.

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 “Training is key component of a positive work environment, but training in
France, official training, to get certificates and so on” (BM2).
Moreover, one of the managers encouraged sharing the learned knowledge across the company.
It was suggested that knowledge should be shared between team members and across
departments.
”knowledge sharing, is very important between peers'. For instance a manager or
team leader shares with his team members. Also he's supposed to share with his
team peers across the company and exchange knowledge” (BM2).

Company A
All managers indicated the importance of training in producing a positive work environment.
“Training is a critical component of producing a positive work environment”
(AM4).

Two of the managers stated that they are satisfied with the training provided in the company.
They explained that the way that the company invests in training is done very well. This
statement may have been made because the departments that the managers lead require the
company to provide training to accomplish their work.
“Training is used heavily in Company A, especially in engineering and
marketing, that is a very useful tool. And it is important for the company survival
because we are a telecom company, the telecom keeps on going and moving, I
can't keep waiting and not get educated with new techniques in industry”(AM1).
The researcher believes that these two managers were satisfied with the training provided due to
the nature of the department that they are leading. For example the quote above from the
marketing manager mentions how training is essential and frequently required to cope with the
competitive market.

Similarities
Training was indicated by managers from both companies as an important factor when producing
a positive work environment.

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Conclusion
As mentioned previously, both managers from the two companies examined stressed the
importance of training. However at Company B, one of the managers mentioned that sharing
knowledge is important. The researcher believes that this comment was made because the
company is still dealing with employees who have been working there since it was a government
owned company. Therefore, these employees might still have the mentality of refusing to share
knowledge with others, as some of them were not highly educated or exposed to new knowledge.
Also, managers at Company B indicated that training that provides certificates is important. The
justification of this is that the company already has its own training centre. Therefore there are
no certificates granted to the employees.

At Company A, two managers expressed their satisfaction about the training provided. The
researcher believes that these managers are satisfied as the company is investing in training
employees in a good manner. This involves training them to be capable of competing in the
market, which is especially important when considering that it is the newest company in a highly
competitive market.

5.1.5 Rotation

Company B
One of the managers said that rotation is important in relation to the work environment,
indicating that this procedure is practiced in the company by the HR department.
“Job rotation exists in the company and the H.R department applies it. And I find
it important component of a positive work environment” (BM1).

Company A
One of the managers argued that job rotation is very important to creating a positive work
environment.
“Job rotation influences the organizational work environment” (AM6).
Three of the managers suggested that rotating employees should be restricted to the employee’s
area of expertise. For instance, a marketing person should not work in the engineering
department where technical work is required. But rotation could happen successfully between

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some departments. However, the managers emphasized rotating between branches outside the
country.
“Not in all division, between some departments yes, but for marketing you can't
work in I.T, but it depends on the divisions. but we might send groups or
employees to another branch of the company in another country as a rotation”
(AM1).

Similarities
In each company, one of the managers indicated the importance of job rotation. However three
of the managers at Company A indicated that employees should be rotated to departments related
to their skills and experiences. Also, they added that rotating to branches outside the country is
healthy.

Conclusion
Managers at Company A gave much more advice on rotation issue. They were more specific,
highlighting issues such as linking rotation between departments to employee’s skills and
experiences. Also rotating outside the country was mentioned as Company A merged with
another company, and they experienced working there for a certain period of time.

5.1.6 Delegation

Company B
Regarding this concept, one of the managers argued that it is very important to have the authority
to make decisions rather than spending time approving a suggested idea. The manager argued
that withheld or restricted authority contradicts the work schedule in the company. Moreover,
according to him it negatively impacts the organizational work environment.
“Delegation is the most important to me, having the authority to do anything,
when I have the freedom to work, to take decisions. But when I’m not authorized I
have to go back to the manager above me in everything thing either important or
small decisions to make the right decision, and this thing delays my work schedule
and impacts the work environment negatively” (BM1).

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On the other hand, the second manager differentiated between empowerment and delegation.
Commenting that empowerment is allowing partial authority instead of complete authority.
However, according to him delegation means giving full authority which is not preferable in
certain issues.
“I believe more in empowerment which is another form of delegation, that you are
allowed to manage certain thing in a full authority, however you don’t have full
authority to sign checks for example, so empowerment is something else” BM2.

Company A
All of the managers considered delegation as a critical component to producing positive
organizational work environment.
“Delegated authority is a critical component of producing a positive work
environment” (AM1).
Delegation was linked to gaining knowledge and experience by two managers. Both agreed that
delegating certain issues will enhance employee experience and skills.
“Employee will gain knowledge and experience from delegation, because he gets
better at his work by handling harder issues” (AM7).

Similarities
All of the managers at Company A and one of the managers at Company B mentioned that
delegation is related to creating a positive work environment.

Conclusion
At Company B delegation was considered as a factor affecting the working schedule. While at
Company A, it was considered as a tool that enhances employee skills and abilities. The
researcher believes that at Company B, it was considered to be a factor impacting the work
schedule because the company is still impacted by long procedures and processes, as it was
originally owned by the government.

5.1.7 Policy

Company B
Regarding the company policy, one of the managers claimed that there is no clear policy

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regarding the annual increase and promotions which annoys the employees.

“every year they apply a new policy, every year they put a new policy according
to the mood of the manager, but when I have a clear policy for the annual
increase and a clear policy for promotion I work comfortably” (BM1).

However the other manager didn’t complain about the company policy as he is leading a
temporary project on his own that aims at improving and changing the structure of the company.

Company A
Two of the managers suggested that having fewer restrictions is important to the organizational
work environment. Open door policies, where barriers to upper management are not there, make
employees more comfortable in their work environment.
“Management policy impacts the work environment. For example when you can
talk to everybody comfortably without barriers this is a good thing that makes the
employee comfortable” (AM4).
One of the managers mentioned that the company policies and the assigned roles are very clear.
The company sets the objectives and targets clearly every year to him.
“The company's policy is very clear to me; they provide what's needed for me at
the beginning of the year, such as objectives and goals. Moreover they don’t come
up with extra things at the mid of the year for example. So everything is clear”
(AM4).
Another of the managers commented on the management style in the company, noting that
employees are treated very well in the company. Employees at all levels respect each other. In
addition they are allowed to suggest new ideas.
“Our management handles and treats everyone very well. We don’t have the
fright from higher levels of managers. Everyone respects each other and works in
harmony. Also any one is allowed to suggest a new idea whatever it is to anyone
in the company” (AM7).

Conclusion
At Company A, two managers commented about the open door policies with upper management,

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which makes employees more relaxed with the organizational work environment. Furthermore,
looking at one of the manager’s perceptions about the company policy suggests that managers
are also happy with the established policy. The researcher believes that this finding is related to
the fact that the company is originally a privately owned company.
While at Company B, one manager suggested that policies are not clear when in regards to the
rewards and promotions. The researcher believes that this finding relates to the fact that this
company was originally owned by the government.

5.2 Job satisfaction

This section summarized similarities and differences that appeared from managers’ perceptions
regarding the key component of job satisfaction in both companies. Similarities between
managers were found in the variables of: rewards and compensations; progression and
monitoring plans; Job content; and teamwork.
However differences appeared in the variables of: management style; training; recruitment and
work environment; delegation; physical work environment; routine; and head counts.
Similarities between managers from both companies are discussed further in the following
sections.

5.2.1 Rewards and compensations

Company B
One of the managers stressed that salary is the most important issue in regards to employee
satisfaction. Also he claimed that salary should match education, experiences and title in order to
be satisfying.
“Salary should be equal to my job level, education, and my expertise. So it is the
most important if it's not good enough, then nothing else will matter” (BM1).
Moreover, the manager was frustrated with the company compensation policy. Commenting that
there isn’t any certain criteria followed to compensate employees, it all depends on
management’s decision. However he excluded the sales department from his argument.
“There isn’t any satisfying compensation plan in the company, it's all related to

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 the company whether they want to give it or not, except the cash people, there is a
commission policy to sales people depending on their sales” (BM1).

The other manager indicated that employees get appraised and accordingly get rewards in the
form of a bonus, which is an extra amount of money in addition to their regular salary.
“So we have an incentive scheme bonus, so you’re appraised, you get a number of
points, you take this appraisal and the number of points is converted into a bonus,
it's the factor of the bonus” (BM2).
The researcher felt that both managers were satisfied by the benefits provided by the company.
One manager further commented that some of the benefits are based on seniority.
“Yeah it is based on seniority, it is based on achievements also, so we have many
benefits in Company B like you can have your parents after 2 years beneficial
health insurance, beneficial social insurance, health care insurance for you, if
you increase your grade then you can have better subsidies for mobiles, so you
have a number of benefits that goes along the development of your grade and also
the salaries scale is different, so yet there are” (BM2).

Company A
One of the managers argued that to keep employees satisfied, the reward system should combine
monetary and non-monetary rewards. The manager added that employees keep requesting
monetary and non-monetary rewards, further indicating their importance.
“Job satisfaction is gained through a mix of monetary and non-monetary rewards.
However monetary rewards are always asked by the company employees.
Employees keep asking for the monetary and non monetary rewards” (AM6)
Ranking the importance of the different types of rewards (monetary, non-monetary and
compensations) resulted in different perceptions according to the different managers.
Three of the managers indicated that supporting employees financially is the most important
aspect to consider. Thus any kind of monetary reward will increase their satisfaction.
“One of the important job characteristics is supporting the employees financially,
therefore satisfaction is achieved” (AM2).
Furthermore, two other managers stated that salary, as part of the compensation tool, is the most
important motivation tool to achieve employee satisfaction.

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 “Salary is the first motivation tool” (AM1).
In contrast, another manager stressed that the most important element for his employees’
satisfaction is appreciation.
“Appreciation is the most important to employee satisfaction” (AM5).
However, a different manager suggested a new way of rewarding employees financially. He
explained that the bonus strategy doesn’t satisfy him. He suggested that using company shares
as a kind of reward will work better to increase employee satisfaction and loyalty. Also he
recommended creating what he called a “savings box”, which would encourage employees to
save money.
“I don’t like receiving bonus on my salary; maybe we should have something like
stock option, stock index. Stock options make me feel more that I'm in ownership
area. Maybe there should be something called savings box, it's like I give 5% of my
salary each month and the company will give it back when I finish work, and these
elements increases satisfaction for the employees on the personal side” (AM1).
All managers stated that the company applies monetary and non-monetary rewards when
compensating its employees.
“Regarding the monetary side we have what I told you before the benefits that are
available for all employees. Also we have four rewards quarterly for the best
employees in any department by the top management voting. This reward has two
combinations, a monetary amount and non-monetary certificate, we provide
bonuses and basic salaries, and there is an appreciation letters. We have bonuses
at the end of every year, and in special cases if there is something extra ordinary
we provide them with a special payment with a performance recognition
certificate” (AM6).
Three of the managers indicated that appreciation letters are applied by the company in an
informal way. Managers decide on sending thank you letters to employees who contribute
positively to the company outcomes.
“Non-monetary, thank you letters but it's not a official process or a frequent
process, if I enter a project and I do very well my director will send me a thank you
e-mail” (AM7).

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In regards to the compensation system in the company, one of the managers mentioned that
employees are evaluated, and rewarded according to a certain criteria. These rewards are based
on employee’s job performance.
“Each employee has a certain profile or certain experiences, we evaluate his
positions, his capabilities, according to our salary scale and we pay him” (AM6).
Two of the managers commented that benefits in the company need improvement. For example
one of them mentioned that the pension plan is not implemented well in the company and it
needs improvement to satisfy employee needs.
“I believe that the company has to enhance the benefits, what we have now is the
basic benefits, as a company and operator, the mobile operator, we have of course
the handsets on yearly basis we can get them, you have free minutes to call, there
is some allowances for the managers, health insurances but doesn’t count that
much, I believe the company has to put more in the benefits provided” (AM1).
In contrast, five of the managers commented that the benefits provided are satisfying for the
company employees.
“We have insurance, sometimes they give us special offers in places like coffee
shops, we have family allowance, discounts on internet subscription, we can say we
have good benefits. I have my own line that is free, and I have my wife’s line and
have 10 more family lines that I can give with low cost. Because I’m a manager I
get free ADSL line and wireless internet line, but normal employees get it with a
discounting price” (AM4).
All managers stated that benefits at the company are based on seniority, thus the higher level
employees are, the better benefits they get.
“Benefits are based on seniority” (AM4).

Similarities
Both managers at Company B and five of the managers at Company A were satisfied about the
provided benefits provided however, all of the managers from both companies commented that
the benefits provided are based on seniority. In addition, one of the managers from Company B
and two managers at Company A mentioned that salary is an important component in regards to
employee satisfaction. Furthermore, one of the managers at Company B and one manager at

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Company A suggested that there is a certain criteria followed for evaluating and rewarding
employees.

Differences
At Company A, two of the managers advised that benefits in the company need improvement,
while at Company B, both managers were satisfied by the benefits provided. One of the
managers at Company B was unhappy with the company compensation policy, commenting that
it lacks clarity; however, one of the managers at Company A commented that the criteria are
clear at the company.

5.2.2 Progression and monitoring plans

Company B
One of the managers argued that the company has a clear progression plan. The plan provides an
overview of the career path for the employees in terms of salary and position.
“Yes we have somehow a clear grading system and I would say that the salary
scale comes along with the grading system so you would know that if you are
upgraded from C to D, the minimum salary for D is 1000, if you are taking 850jds
the system will automatically give you 1000Jds so this is a monetary
compensation” (BM2).
The other manager commented that the progression policy is not stable and changes every now
and then. The appraisal system in the company was indicated as a monitoring tool for the
employees, which occurs twice a year.

“Now we have the progression policy which is changed every now and then, the
direct manager should watch over the employees and observe the outcome of the
employee. now appraisals takes place two times a year, appraisal is the
evaluation of every single employee for every section, you can consider it as a
performance monitoring for the employees” (BM1).

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Company A
Three of the managers suggested that having a career path contributes to employee job
satisfaction
“Job satisfaction is job development and career path” (AM6).
Four of the managers indicated that the company had effective monitoring plans for the
employees. They explained that during the appraisal, the manager discusses with his employees
whether they are achieving their KPIs and plans. This system aids in enhancing both job
satisfaction and their capabilities.
“The appraisal system is effective, the manager sits with the employee, they
discuss in daily/monthly/weekly whatever plans and KPIs which has been set to the
employees. I believe that the appraisal system, gives the chance to the employees
more than the manager to know what their target is for the next year. I believe that
it has a really good impact on enhancing their capabilities and even satisfaction”
(AM3).
However, opposite to the above, three of the managers indicated that progression and monitoring
plans are not clear in the company. Employees need to receive regular feedback about their work
progress and achievements. These managers went on to comment that they need information
regarding their work on a regular basis.
“Regular feedback for employees is needed. We don’t want to go to the end of
each year and tell the employee that you are working very well or not good. We
want to have it regular, on monthly or quarterly basis. Also we don’t really have a
clear progression and monitoring plan” (AM2).

Conclusion
It was noticed that managers at Company B weren’t really satisfied about the implemented
progression and monitoring plans in the company. This may be the case because the company
didn’t update their progression and monitoring plans after the privatization. Also, only half of the
managers at Company A agreed that they had clear progression and monitoring plans.

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 5.2.3 Job content

Company B
Both managers agreed that they have clear job description, and that it covers all aspects for
employees at all levels.
“Job description all employees have and its clear” (BM2).

Company A
Two of the managers stated that they and their employees have a clear job description.
“Me and my employees we have a clear job description contributes to employee’s
satisfaction” (AM5).
One of the managers indicated that he has a clear job description, while he is not sure if all of the
employees have it in the company. He explained that sometimes the assigned role doesn’t match
their job description criteria.
“I have a clear job description but I don’t think that all employees have it clearly in
the company” (AM4).

Similarities
Both managers from Company B and two from Company A indicated that they have a clear job
description.

Conclusion
One of the managers from Company A indicated that he is not sure whether all employees have a
clear job description. Also, he commented that sometimes it is not well implemented. The
researcher believes that this could be due to the state of the company, as it is considered as a new
entrant in the market in comparison to Company B.

5.2.4 Teamwork

Company B
One of the managers indicated that teamwork is the second most important element after salary
in relation to job satisfaction.

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 “Second thing is teamwork, it is very important to job satisfaction” (BM1).

Company A
One of the managers related teamwork to job satisfaction. The availability of team spirit between
employees, meaning that employees are willing to work with each other, increases job
satisfaction.
“Job satisfaction is teamwork and the team spirit behind it” (AM5).

Similarities
One manager from each company indicated that teamwork impacts employee job satisfaction.

5.3 Innovative climate

This section emphasizes the similarities and differences found during the semi-structured
interviews conducted with managers from both companies. The aim was to obtain data on what
factors contribute to the innovative climate from the managers’ perspectives.
Similarities between managers were found in the variables of: innovative climate; rewards and
compensations; Training; and involvement.
While differences emerged in the variables of: Competition; Fair work distribution; learning;
and teamwork.
Commonalities between managers from both companies are described below.

5.3.1 Innovative climate

Company B
Innovative climate was explained by one of the managers as efforts made by the company to
support the innovative actions of employees.
“Supporting employees to be creative” (BM1).
Moreover, the manager added that the perceived treatment by the company impacts employee
creativity. The manager explained that the absence of appreciation, rewards, and training will
negatively influence employee creativity. Therefore, employees shouldn’t feel that they are
treated like a machine that gets paid at the end of the month with no appreciation.

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 “If I think of an employee as a working machine that gets paid at the end of the
month and treat him badly, then he won’t innovate. Because he'll think of himself
as an ordinary employee with a salary at the end of the month. With no
appreciation/prizes/training mentally they can’t innovate, they can’t come up with
something new that can benefit both him and the company” (BM1).

Two different perceptions were given during the interviews regarding monitoring innovation in
the company. One of the managers said that innovation is monitored in the company by persons,
teams and departments according to the number of submissions regarding the creative idea.
“Statistically, so we know per profile, team leader, team members, managers, and
the departments as well, field technicians, head quarter employees, so you can
have a very nice profiling of whose innovative and who is not innovative through
the number of submissions” (BM2).
The other manager commented that they don’t monitor innovation. But he said that it might be
linked to the appraisal and to the recognition given when an employee comes up with a unique
idea that benefits the company.
“We don’t, maybe in the appraisals they might do a party to recognize what you
did, especially in something you did really well and has benefit the company no
they don’t as far as I know” (BM1).

Also he added that innovation is not recognized by the management. Explaining that some of the
managers use employee ideas as their own, without disclosing to upper management that the idea
originated from the employee.

”We might innovate every day, but the management itself won’t recognize it as
innovation, sometime you think about something you go to the management and
tell them what you thought about and what we should do. Then everything goes
well, and they work on my idea, the management afterwards doesn’t do anything
about recognizing me. They take the file to the upper management, some of course
not all of them, and they show that they innovated and created it” (BM1).

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Company A
When they were asked about their understanding of the term innovative climate, several
discussions and views were presented by all managers in Company A. One of the managers
suggested that innovation is a personal behavior that is related to the employee himself, whether
he is creative or not. The implication is that an organization cannot push or teach their employees
to be creative if they do not have the capabilities or are not willing to innovate.
“From my personal opinion innovation is something depends on certain persons
whether they want to be innovative or not. It is not initiated by someone. So I feel
that innovation is something personal as a characteristic of a person, you can't
teach it” (AM1).
Four of the managers stated that creativity is highly influenced by the management style.
Empowering employees and giving them opportunities to create new ideas will impact
employees and the company positively.
“To empower employees to create new ideas by the management that will support
the company and will give us more advantages cooperators” (AM2).
One of the managers added that creating an innovative climate for employees is linked to
developing teamwork and work structure. Work structure was explained by providing the
employees with clear ideas about work responsibilities, and implementing clear action plans.
Therefore work structure was considered as an issue related to management style, while
teamwork was considered as a new issue.
“If you want someone to start working in a different way to create new ideas and
new enhancements and to develop himself and his job, this should be done by
developing the structure of his work. Also, developing and implementing teamwork
sprit in the company.” (AM6).
One of the managers stated that rewards and compensations create an innovative climate. He
mentioned that salary and bonuses are important innovation drivers for employee satisfaction. If
employees are satisfied with the amount of salary and bonuses provided, they will be more likely
to innovate to get rewarded. Furthermore, he added that appreciation is very important.
Employees need to feel that managers are appreciating and recognizing their efforts.
“Salary, bonus and appreciation are extremely important for employee job
satisfaction. If employees keep working on monthly basis and no one is rewarding

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 and appreciating their work, this will be very harming and will block them from
innovation” (AM7).
All managers agreed that the company is innovating; employees are always coming up with new
ideas that positively influence the company performance. Many examples were provided, and the
quote below demonstrates just one of the department’s numerous innovative efforts.
“We always have something new to the market, we have currently credit transfer,
from Company A customer to Company A customer, and so one day someone said
why do you transfer to Company A customer? Why don't we transfer to Australia?
So we did this service, we knew how to do it, and we took all the approvals. We
worked on it technically and it was launched about 2 months ago. Now you can
transfer credit to any country you want from your mobile” (AM2).
All managers suggested that innovative outputs are measured in the company.
“The company measures innovative output” (AM3).
Six manager further explained that they measure their employees’ innovative efforts by
comparing the achieved results with the assigned targets. They commented that employees are
then categorized into over-achievers, achievers, and employees who didn’t meet the
expectations.
“Yes, all employees have a target to achieve and to know how to achieve this target
they need to be innovative and to have clear follow ups on these items. At the end of
the year there are achievers and over achievers and didn’t meet expectations”
(AM2).

Similarities
One of the managers from each company stressed that rewards, compensations and appreciation
produce an innovative climate. At both companies, at least one of the managers mentioned that
innovative outputs are measured in the company.

Differences
One manager at Company B commented that innovation is not monitored, but might be seen
through the appraisal process. This statement contradicted the statement from the other
managers, who suggested that innovative efforts are monitored at both companies.

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Conclusion
It can be noticed that managers from Company A gave a wider picture about the different
practices implemented by the company to improve the innovative climate. For example, they
mentioned management style and empowerment, employee willingness to innovate, teamwork,
rewards and compensations, and implementing clear work responsibilities and action plans.
However at Company B, training and rewards and compensation were the only issues raised
during the discussion.

Also managers at Company A strongly agreed that innovative efforts are measured in the
company, but this wasn’t the case at Company B. In addition all managers at Company A
indicated that the company is innovative, which again was not the case at Company B. The
differences observed at Company B could be linked to the fact that it was originally a
government owned company.

5.3.2 Rewards and compensations

Company B
One of the managers suggested that innovation could be fostered by providing the employee with
the appropriate salary (a salary that matches his skills and experiences). The manager also
commented that appreciation is important; thanking the employee will motivate him to innovate.
“Give them what they deserve as in salary and appreciation such a thank you.
Sometimes thank you alone can be enough, this fosters innovation” (BM1).
The other manager provided an example of how the company fosters innovation. He explained
the “Idea click” program, where employees send ideas that they think could benefit the company.
The manager highlighted that employees get rewarded according to the value of the idea.
“Idea click is I send an idea, then it's processed as a value and I get rewarded
according to the value of this idea”(BM2).

Company A
Six of the managers commented that employees get rewarded for their innovative efforts through
providing monetary and non-monetary rewards for creative employees. This suggests that the
company is focused on motivating employees by rewarding them.

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 “Employees get rewarded directly and indirectly, directly by what we have
mentioned. Those rewards which are given by the company, the golden, the silver
and the platinum rewards each one is associated with a certain amount of money.
The selection of the rewards for each employee is based on performance. This type
of rewards is a monetary type one. However the indirect rewards which are non-
monetary such as handsets, mobiles, some rewards and appreciating methods”
(AM3).
In addition, one manager mentioned that one of the strategies the company uses to foster
innovation is to reward the creative idea.
“We foster innovation by giving rewards” (AM5).
However, one of the managers wasn’t satisfied by the reward system in relation to rewarding
creative ideas.
“(Do employees get rewarded for innovative effort?) not really” (AM4).
This manager further commented that politics in the company plays a major role in regards to
reward distribution. Sometimes they reward someone just to put spotlight on them and not
because they were actually creative. To illustrate this, he mentioned that he and his team
produced a great innovative idea that improved the company revenue and they were not
rewarded.
“Rewarding for innovative efforts is there, but the thing is the way that rewards are
being distributed. They don’t reward the right person and it’s not fair. It is politics,
sometimes they just want to shine someone so they announce the award for him.
Actually me, my team and my manager we didn’t get rewarded as a manager, I
don’t know why, because of the policy, we did a system that improved the revenues
in the company, it was provided by venders, but we added enhancements to the
system, major enhancements to make it more efficient, so this is innovative”(AM4).

Similarities
One of the managers at Company B and six at Company A commented that the company rewards
creative employees.

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 5.3.3 Training

Company B
One of the managers argued that training employees and enhancing their knowledge and
experiences improves their motivation to innovate.
“Training employees fosters innovation in the company” (BM1).

Company A
Two of the managers commented that the industry is very competitive, therefore creativity is
essential. They argued that in order to cope with these situations employees should have the
capabilities to be creative. These capabilities can be enhanced with the appropriate training.
“(How to foster innovation) as a manager in engineering department we
watch the telecom industry, we have to be aligned with what's going on in
the market to be able to compete. Thus, training has to be provided
frequently to follow the industry” (AM3).

Similarities
At least one manager from each company indicated that training enhances innovation in
employees.

Conclusion
The researcher believes that managers from both companies highlighted training as an important
factor to increase employee creativity due to the nature of the industry they are operating in. This
industry requires skilled employees, especially with the rapid technological changes and the high
competition in the market.

5.3.4 Who is Involved in the innovative think tank?

Company B
All of the managers stressed that the final decision of implementing any innovative idea is made
by the top level of management.

“The upper management takes the decision regarding an innovative idea” (BM1).

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Company A
A question arose during the interview about who is involved in the innovative think tank, where
brainstorming activities take place. The question focused on who approves the implementation of
the new ideas, or who makes the final decision. All managers commented that all employees are
allowed to participate by suggesting creative ideas, but the final decision is made by top
management, as they are more experienced, and more involved with the strategic plans of the
company. Therefore, the top level of management are better able to make decisions about which
ideas will positively contribute to the company.
“Actually if you are asking about the involvement there is no limit or no boundaries
to any employee if he has an idea for developing or innovating and introducing a
new idea, but definitely it should go to the management to give the approval and to
evaluate these ideas” (AM6).

Similarities
All managers from both companies agreed that the final decision regarding the implementation
of creative ideas is made by the upper management.

Conclusion
The researcher believes that such management behaviour by upper management is reasonable,
given that they are more experienced, and know more about the company’s strategic plans and
situation in the market.

5.4 Conclusion
This chapter introduced results gained from a comparative analysis conducted on the same
managerial level between the two participating companies. The comparison was conducted to
gain a better understanding of which factors contribute to an innovative climate, job satisfaction
and a positive work environment. This was achieved through examining similarities and
differences between both managers’ perspectives, and obtaining more specific knowledge about
the important factors in regards to the telecommunication industry in Jordan/Amman.
The next chapter tests the second study model through the use of statistical methods, which were
frequency distribution, correlation analysis, and regression.

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6 Quantitative Analysis

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Introduction
This chapter discusses the interviewee answers obtained from the survey questionnaire
administrated at both companies. The aim was to understand employee perceptions regarding the
organizational work environment, job satisfaction and the innovative climate in their company.
Demographic information is presented in appendix K. This chapter included nine sections, as
shown below:
 Section 6.1 discusses the survey answers obtained from Company A on the
organizational work environment and its sub components.
 Section 6.2 discusses the survey answers obtained from Company A on job satisfaction.
 Section 6.3 discusses the survey answers obtained from Company A on the innovative
climate.
 Section 6.4 discusses the survey answers obtained from Company B on job satisfaction.
 Section 6.5 discusses the survey answers obtained from Company B on the innovative
climate.

In sections 6.1 to 6.5 frequency distribution analysis was used to illustrate the positive or
negative trends present within the data.

 Section 6.6 compares findings from sections 6.2 and 6.3 with sections 6.4 and 6.5 to
examine the similarities or differences in results for job satisfaction and the innovative
climate between the two participating companies. As mentioned previously in section
3.7.2, Company B didn’t allow the researcher to examine the organizational work
environment section through the survey. Therefore the comparison between both
companies was restricted only to the job satisfaction and the innovative climate factor.
 Section 6.7 illustrates findings from the correlation analysis and regression analysis
conducted on the data from Company A.
 Section 6.8 illustrates the findings from the correlation analysis conducted on the data
from Company B.
 Section 6.9 highlights results obtained from a comparison of the correlation analyses
conducted at both companies.

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6.1 Company A – Organizational working environment
The organizational working environment is divided into the factors of: support environment;
learning environment; and organizational working structure. These factors are discussed further
in the three sections below. The findings discussed in these sections are supplemented by the
tables and graphs presented in appendix L.

6.1.1 Support environment

In this study the support environment combined two factors. These factors are the physical work
environment and psychological work environment. In the support environment section the
questionnaire was organized in a way that each factor had its own related questions as shown
below.

Physical work environment

This section highlights answers obtained from questions one to five from the survey. It aided in
building a picture in regards to employee perceptions about their physical working environment,
to gain better understanding about the real situation in the company. Respondents answers
ranged from strongly agree to strongly disagree, based on a seven point Likert scale. Generally,
respondents were satisfied with question one “Lighting at my work place is adequate” and
question two “The provided facilities at my work place are clean”. However, they were
unsatisfied with the size of the eating facility. Regarding this issue two questions were asked,
question three “The size of the eating facility is satisfactory in this company” and question four
“The size of the cafeteria is conducive for informal communication between employees”. In
addition, they mostly agreed with the final question that open offices have positive effect on the
communication between the employees, the question was “Open offices increases
communication between employees in this company”.

Psychological work environment

This section of the survey questions helped in understanding the role that the psychological work
environment plays in the company. The psychological work environment according to this study
focused on two factors: communication; and encouragement.

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Communication
The communication part included questions six and seven, and the answers of these questions
focused on the employees’ opinions regarding the social communication inside the company.
Social communication means the type of personalities and relationships between employees in
the company.

Question six was “my team often has difficult work relations with other parts of the company”.
The answers reflected dissatisfaction about the relationships between the employees while
question seven was “I am working with competent colleagues in this company”. The responses
to this question showed satisfaction about the competency of the employees they work with.

Encouragement
In this section, questions eight and nine helped in illustrating employee perception regarding the
psychological encouragement perceived by the company.
In general, employees seemed to be positive regarding the amount of encouragement in the
company. Question eight was “New ideas are encouraged in this company” and question nine
was “People are encouraged to solve problems creatively in this company”.

6.1.2 Learning Environment

This section concentrated on factors influencing the learning environment in the company.
According to this study these factors were: learning; rotation; and training.

Learning
Question number ten in the questionnaire focused on the informal learning within the
organization; the question was “participating in a team has helped to develop my professional
skills in this company”. From the results, it could be noticed that the majority of the respondents’
perceptions about informal learning is positive in the organization.

Rotation
Questions 11 and 12 were focused on employee perception about the rotation concept. The
results obtained showed that respondents were positive in general regarding their willingness of
rotating in the company. Question 11 was “I’m in favour of job rotation for training and

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development”. While question 12 was “I would be interested in rotating to another department in
the near future in this company”.

Training

Questions 13 and 14 were aimed at understanding the perception of the employees regarding the
provided training programs. Question 13 was “The Company has a well-planned training
program”. While question 14 was “Whenever the team needs new skills, more training is
available to us”. The trend of employee’s answers for both questions showed negativity, as most
were dissatisfied by the provided training.

6.1.3 Organizational Working Structure

The data obtained in this section of the questionnaire helped in building a picture in regards to
employee perceptions about their organizational working structure. Under the organizational
working structure, several components were incorporated as they were believed to be important
to the organizational working structure. These components were: policy; progression and
monitoring plans; process; communication; supportive leadership; flexible working hours;
transparency; and delegation. Several questions were located to facilitate the examination of each
variable as shown below.

Policy
Questions 15, 16, 17, and 18 were designed to determine the extent to which the company is
implementing a flexible policy. Starting from question 15, the majority of participants agreed
that they are followers to the upper management instructions when they were asked “The main
function of members in this company is to follow instructions from upper management”. Also
they were unsatisfied regarding the flexibility to change in the company, according to their
responses to “This Company can be described as flexible and continually adapting to change”.
Moreover they showed a negative trend in regards to the visibility of the goals according to their
answers to “The goals of company are not clear to me”. The only positive response was in
regards to the complexity of rules and procedure to complete a job in the company, as the

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question was “Rules and procedures in this company make doing a good job difficult”. By
looking at the overall picture of the implemented policy in the company, it could be noticed that
respondents were dissatisfied in general.

Progression and monitoring plans

Questions 19 and 20 were allocated in the survey to understand employee perceptions on the
progression and monitoring plans developed in the company. Question 19 was designed to
investigate their opinion in regards to the company promotion strategy when compared to other
companies in the market. The question was “People are promoted as fast here as they are in other
companies”. However, the other question was concerned with fair evaluation within the
company; “My team's work is evaluated by management using fair and objective criteria”.
Overall, respondents showed negativity regarding the progression and monitoring plans practiced
in the company.

Process
Questions 31 and 32 highlighted employees’ opinions in regards to the designed processes in the
company. Question 31 was “Management processes take too long in this organization” While
question 32 was “Management processes are too complicated in this company”. The responses to
these two questions suggested that employees are not satisfied with the processes in the
company, as most of them agreed that the processes in the company are complicated and take too
long.

Communication
In this part, question 21 focused on the employees’ opinions regarding the communication in the
company. Communication referred to the communicated feedback to employees regarding their
performance. The question was “This organization provides adequate feedback to the team on its
performance”. The majority of the respondents were neutral regarding the performance feedback
provided by the company.

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Supportive leadership
As supportive leadership is considered as one of the important sub themes of the organizational
working structure in the company, five questions (22, 23, 24, 25, and 26) were utilised in this
part of the questionnaire in order to help understand the perception of employees regarding how
supportive the leader is to his or her employees. The first one was “I work well with my
supervisor”, and responses were mostly positive. The second was “My supervisor shows too
little interest in the feelings of subordinates”, with responses that mostly reflected dissatisfaction
with their supervisor’s behaviours in regards to their feelings. However, responses to question 24
appeared to be positive. This question was “Our ability to function creatively is respected by the
leadership”. Respondents were also mostly positive about both question 25, “When the team is
having a problem, someone is available for consultation advice”, and question 26, “The leader of
my team helps to facilitate the team’s interactions”. The overall trend of the responses above
suggested that employees were generally positive regarding having supportive leadership.

Flexible working hours

Question 27 was used in the survey to test whether the company applies flexible working
schedules for its employees, or if the company system allows for a non fixed attendance and
leave timing. The question was “Working hours are scheduled in a flexible manner in this
company”. In general, employees agreed with this concept.

Transparency
Question 28 was designed to test the amount of transparency in the company; the question was “I
often feel that I do not know what is going on with the organization”. It was evident that
respondents were mostly positive regarding their lack of knowledge regarding what is going on
with their organization.

Delegation
Questions 29 and 30 were designed in order to understand employee perceptions regarding the
amount of delegation allowed in the company. Question 29 was “It is up to the team to regulate
its own behavior in this company”, and responses to this question took a negative trend. In
addition, question 30 was “The leader of my team retains control over most major team
decisions”, and responses to this question were mostly in agreement. Generally, respondents

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showed negativity regarding the amount of delegation given in the company, suggesting that they
do not feel that they have the freedom to make decisions or regulate their own behavior in the
company. Reflecting that, delegation is not practiced well in the company.

6.2 Company A – Job Satisfaction

This section of the survey included data aimed to clarify employees’ feelings toward their job
satisfaction. Eight components were counted as key factors affecting the job satisfaction in the
company. These components are: team work; head count; recruitment; Rewards and
compensations; culture; routine; job content; and management style. Several questions were
designed to assist in examining the effect of each factor on the employees’ job satisfaction. The
findings discussed in the sections below are further illustrated with the tables and figures
presented in appendix M.

6.2.1 Team work

Five questions (34, 35, 36, 37, and 38) were used in the survey to understand the efficiency of
teamwork practices in the company, and investigate how employees rated teamwork at the
company. Question 34 focused on the degree of cooperation in the company, and examined if
cooperation exists or not: “There is a generally cooperative and collaborative atmosphere within
this company”. According to the answers, respondents were mostly in agreement. Question 35
examined if the company emphasizes and supports the concept of teamwork at the company:
“this Company is supportive of the use of team work”. Responses mainly ranged between
somewhat agree and agree, which gives a clear image that respondents were satisfied. Question
number 36 focused on testing whether teams in the company clearly understand their goals and
directions: “My team has clear direction and goals”. The trend of the responses to this question
was generally positive. To build a picture of employee understanding of the importance and
effectiveness of the use of teamwork at the company, question 37 was “Using a team is an
effective way to perform tasks in this company”. The majority of participant responses showed
positivity. The last question for this factor concentrated on the enjoyment of team members
while working within the team: “I enjoy working with my team and would want to continue

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teamwork in the future”. In addition to the general positive trend of the previous four questions,
the majority of responses to this question were also positive

It could be noticed from the results shown above that participants are generally happy to work
within teams at the company. Moreover, the employees at Company A are satisfied with the
amount of support given by the company regarding teamwork, as most of the responses above
were positive.

6.2.2 Head Count

Questions 52 and 53 were asked to test whether the number of people employed by the company
is reasonable in regards to task accomplishments and creativity. Question 52 was “Personnel
shortages inhibit innovation within this company”. Moreover, to examine if the qualifications
needed to perform the job creatively and efficiently were present within the company, Question
53 was “Lack of resources inhibits innovation in this company”. In general, respondents agreed
that there was availability of an adequate number of employees and resources to improve the
innovation in the company. Lack of resources has been found to be a barrier for employees to
perform in a creative manner.

6.2.3 Rewards and Compensations

According to this study, rewards and compensations were considered to be important factors
affecting employees’ satisfaction within the company. Thirteen questions (39, 40, 41, 42, 43, 44,
45, 46, 47, 48, 49, 50, and 51) were employed to gain a full picture about employee perceptions
toward the rewards and compensation system in the company.
Question 39 was about employee opinions regarding promotion opportunities in the company: “I
have a good chance for promotion in this company”. Results indicated that respondents were not
satisfied with their chance of promotion in the company. Question 40 further investigated
promotions in the company: “Regular promotions are the rule in this company”, and again, the
majority of responses indicated that participants were unsatisfied. In addition, question 41
investigated employees’ perceptions about the fairness of their salary, and whether it is
equivalent to the work they performed: “I feel I am being paid a fairly for the work I do in this

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company”. The majority of responses to this question were also negative. Question 42
investigated whether employees with good or exceptional performance are treated fairly in
regards to promotion opportunities “Those who do well on the job stand a fair chance of being
promoted in this company”. Similar to the previous questions, most of the respondents disagreed
with this statement.
In contrast, Question 43 discussed the appropriateness of the provided benefits by the company
in comparison with the market: “The benefits we receive are as good as most other organizations
offer”. Most respondents were somewhat satisfied regarding the benefits they receive. Moreover
question 44 investigated whether employees feel appreciated after completing a good job: “I do
not feel that the work I do is appreciated”. Participants felt differently about the appreciation of
their work, however the majority disagreed with this statement.
Question 45 focused on the bonus system implemented in the company: “There are few bonuses
for those who work here”. In general, the majority of answers were neutral; however, question 46
examined whether employees are satisfied with the amount of salary increases offered by the
company: “I feel satisfied with my opportunities for salary increases”, and most of the answers
were negative.
Question 47 examined if the evaluation of employee performance is impacted or linked to the
amount that employees contribute to the team: “My performance evaluation is strongly
influenced by my contribution to the team”. Most respondents agreed with this statement.
However, while employees felt that their performance evaluation was influenced by their
contribution, they did not feel as though this was linked to an increased rate of pay. This was
evidenced by question 48, which focused on how annual bonuses are designed in the company:
“Annual bonuses are based on individual performance in this company”. Most of the
participants’ responses were negative, as they ranged between disagree to somewhat disagree.
To add to this, question 49 focused on whether the company grants stocks as an option for
rewarding employees: “Stock awards are given for individual achievement in this company”. All
respondents, except for one who was neutral, strongly disagreed with this statement.
In contrast, question 50 investigated the non-monetary recognitions in the company:
“Achievements are recognized in company newsletters, magazines etc”. It was concluded from
the responses that most of respondents agreed with this statement. Furthermore, question 51, the

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last of this section, stated: “Small value non- cash awards (e.g. dinner, travel ticket) are provided
in the company”, and the trend of responses showed positivity.
In summary to the above, the thirteen questions listed above showed different trends in
employees’ perceptions toward the rewards and compensations system in the company. It could
be noticed that respondents were dissatisfied with the promotion system in general, as they were
dissatisfied with their chance of promotion, and state of the promotion system in the company.
Moreover, they were dissatisfied regarding their payments, opportunities for salary increases,
annual bonuses, and the availability of stock awards. However, respondents were satisfied with
the benefits provided by the company, the appreciation they receive toward their work, the
evaluation of their individual performance, their work recognition, and the simple non-cash
awards provided.

6.2.4 Culture
Questions 65, 66, and 67 were designed in this survey to understand the perceptions of
employees towards the effect of culture differences in the company. Question 65 investigated if
similarities in employees’ background and culture impact the work environment in the company:
“Common culture improves the work environment in this company”. Responses were mostly
positive, indicating that employees are more comfortable working with colleagues coming from
the same culture. In addition, question 66 stated: “There is a good match between the company
culture and the culture of the employees”, and responses suggested that most of the population is
positive about the match between employee culture and company culture.
Question 67 was related to multicultural working environment: “A multicultural workforce
improves job satisfaction”. Most of respondents answered with neutral, but by looking at the
total respondents who somewhat agreed and agreed, the overall number shows a positive trend
toward being in favour of a multicultural workforce.
As a summary for the above respondents seem to be positive regarding the common culture,
company culture and employee culture matching, and the positive implications of a multicultural
work force.

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 6.2.5 Routine
Three questions (54, 55, and 56) were designed to investigate participants’ opinions in regards to
routine work and how it impacts their satisfaction and the desire to work. Question 54 stated: “I
feel that I am working on important projects”. According to the responses, participants were
generally satisfied with the importance of the projects they work on. Furthermore, question 55
was “The tasks in my work are challenging”, and the trend of the responses was positive toward
the question. Question 56 stated: “I have opportunities to initiate new projects or activities within
company”, and it was readily apparent that the majority of respondents’ answers were positive.
In summary of the data obtained, respondents seem to be generally satisfied regarding the routine
factor in the company.

6.2.6 Job content

Questions 57, 58, and 59 investiagted employee’s satisfaction with job content in the company.
Question 57 stated: “I sometimes feel my job is meaningless” and most of the respondents
strongly disagreed with the question. In addition, question 58 examined employees’ opinions
regarding the clarity of the assigned tasks: “Work assignments are not fully explained in this
company”. Responses were somewhat balanced; however, there were more responses of disagree
and somewhat disagree than responses of somewhat agree and agree. In contract, question 59
stated: “My team performs tasks well suited to team work”, and the respondents showed
negativity in this question as majority somewhat disagreed. In conclusion, respondents in general
showed positivity toward their work significance and the explanation of their assignments. On
the other hand they showed a negative trend toward the suitability of their tasks to team work.

6.2.7 Recruitment
In the survey, question 60 investigated if the recruitment process in the company is efficient
enough, through the availability of qualified employees in the company: “I find I have to work
harder at my job because of the incompetence of people I work with”. The majority of responses
to this question were neutral.

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 6.2.8 Management Style
To gain a better understanding about the management style in the company and employees’
opinions regarding the management system, questions 61, 62, 63, and 64 were included in the
questionnaire. Question 61 stated: “This organization has good mechanism ideas” and the largest
number of answers were equally distributed between neutral and somewhat agree. In addition,
question 62 focused on the top management: “I feel that upper management is enthusiastic”.
Answers mostly ranged from neutral to agree, which shows a positive trend toward the question.
Question 63 stated: “The best way to get along in this company is to think the way the rest of the
group does”. It was noticed that most of participants in the survey somewhat agreed, which
suggests that thinking outside the box is not encouraged within the company. The last question
in this part, question 64, concentrated on whether the company is willing to discuss different
opinions regarding problem solving: “Problems at work and differences of opinion are discussed
openly in this company”. Respondents who agreed were equal to respondents who did not,
suggested a neutral attitude to this question.
In summarizing these results, respondents showed a slight positive trend toward management’s
mechanism ideas and its enthusiasm. Also, the fact that they somewhat agreed that thinking like
others is the best way of coping within the company reflects the low amount of decision making
allowed. Also employees showed negativity when it came to the open discussion of problems at
work.

6.3 Company A – Innovative Climate

This section includes questions focused on testing the innovative climate within the company,
and questions focused on understanding the extent to which innovative climate exists within the
company. Six questions (69,70, 71, 72, 73, and 74) were asked as shown below. The results
discussed are presented in further detail in appendix N.

Question 69 investigated whether the rewards system in the company is implemented in a way
that encourages innovation in the company and enhances the innovative climate for employees
and the company: “The rewards system within this company encourages innovation”. Most
responses showed negativity toward the role of the rewards system in supporting the climate to
innovate. In addition, question 70 focused on the presence of appropriate resources that help in

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facilitating innovation in the company and enhancing the innovative climate: “There are
adequate resources devoted to innovation within company”. Most responses were neutral
regarding the resources; however, 22 participants somewhat disagreed, which suggests a slight
trend toward negativity.

Question 71 stated: “My efforts to do a good job are seldom blocked by red tape”. By comparing
the total responses of disagree and somewhat disagree with the total responses of somewhat
agree and agree, a trend towards agreement was evident. This suggests that the employees
consider that their creative behaviour is restricted. Furthermore, question 72 concentrated on the
financial matters related to creativity: “Lack of funding to investigate creative ideas is a problem
within this company”. It was apparent from the results that employees agreed that financial
funding is insufficient in the company, which affected their innovation negatively. Considering
that 29 employees somewhat agreed, and 18 agreed, it was clear that most of the participants
were dissatisfied with the funding situation.
Question 74 stated: “The organization allows me free time to pursue creative ideas during the
workday”. The responses suggested that participants were unsatisfied with the time they have
through the work day to create something new. Finally, question 75 tried to capture a picture
about the employees’ overall view of the creative environment in the company: “I work in a
creative environment”. Respondents showed a positive trend, as 33 participants somewhat
agreed.
In summary, it was evident that respondents were dissatisfied in regards to the effectiveness of
the company’s rewards system and resources for innovation, the freedom of their efforts, and the
available time for creativity. Respondents agreed that lack of funding decreases their
opportunities for innovation. However, they were satisfied with the creativity of the environment
that they work in.

6.4 Company B Case Study – Job Satisfaction

This section will discuss factors related to employees’ job satisfaction in Company B. As per the
results for Company A, eight factors were indicated as important components affecting job
satisfaction these are: team work, head count, recruitment, rewards and compensations, culture,

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routine, job content and management style. The results discussed below are presented in further
detail in appendix O.

6.4.1 Team Work

Team work combined five questions (34, 35, 36, 37, and 38) which provided a better
understanding about practicing teamwork in the company from the employees’ point of view.
Question 34 examined whether the company atmosphere is cooperative in relation to teamwork
and employees relations: “there is a generally cooperative and collaborative atmosphere within
this company”. The majority of the respondents were positive as most responses were agree.
Also, question 35 investigated company strategy in regards to encouraging and supporting
teamwork: “the company is supportive of the use of team work”. Similar to the previous
question, the majority of the respondents were positive as they agreed. Furthermore, question 36
examined whether the directions and goals are clearly implemented in a way that facilitates
teamwork: “my team has clear directions and goals”. Again, the results suggested that
respondents were mainly positive.
Question 37 was designed to examine employee opinions about whether they consider teamwork
as an effective tool to be used for successful task completion: “using a team is an effective way
to perform tasks in this company”. Responses were very positive, which suggests that most
participants agreed with this statement. The last question regarding teamwork investigated
respondents’ feelings toward their team, and if they are willing to work with the same team in the
future: “I enjoy working with my team and would want to continue teamwork in the future”. It
was noticeable that the majority of respondents were once again positive in their answers. In
conclusion, respondents showed positivity regarding the availability of the cooperative
atmosphere in the company, the company support for teamwork, the visibility of team’s goals in
the company, the effectiveness of teamwork, and the enjoyment of working within the team.

6.4.2 Head Count

This part included two questions (51 and 52) designed to understand employee perceptions on
the impact of employing the appropriate number of people on the company and the workers.
Question 51 stated: “personnel shortages inhibit innovation within this company”. The

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respondents agreed that head count affects innovation, as the majority of answers ranged
between somewhat agree and agree. In addition, question 52 examined employee opinions
regarding the availability of resources, and the impact this can have on innovation in the
company: “lack of resources inhibits innovation in this company”. It was clear from the results
that respondents agreed with this statement. Overall, most of respondents agreed that shortage of
employees and resources could inhibit innovation in the company.

6.4.3 Rewards and Compensations

This part included twelve questions (39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 50, and 51) that
discussed employee perceptions regarding the rewards and compensation system in the company.
Question 39 examined participants’ opinions about their chance of being promoted in the
company: “I have a good chance for promotion in this company”. Participants were satisfied
with their chance of getting promoted, as they mostly agreed. Question 40 also focused on the
company promotion system: “regular promotions are the rule in this company”, and respondents
mostly agreed, with the majority of responses ranging between agree and somewhat agree. In
addition, question 41 focused on fair payment for work done: “I feel I am being paid a fairly for
the work I do in this company”. Again, respondents were mainly positive, suggesting that the
majority of employees at Company B are satisfied with the pay they receive. These findings were
further supported by the responses to question 42, which investigated employee opinions
regarding the promotion opportunities provided when accomplishing a successful activity: “those
who do well on the job stand a fair chance of being promoted in this company”. Responses for
this question suggested a favourable attitude from the employees of Company B.
Question 43 examined the satisfaction with the benefits received by employees: “the benefits we
receive are as good as most other organizations offer”. The majority of the employees responded
positively. As per the earlier explanation, appreciation is considered as a part of the non-
monetary rewards provided by the company. Question 44 examined if employees felt appreciated
when performing a good job: “I do not feel that the work I do is appreciated”. Responses
suggested that participants did not feel appreciated, as most of the respondents agreed. In
contrast, question 45 stated: “There are few bonuses for those who work here”, and responses
suggested that respondents were moderately satisfied with the bonuses system.

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Question 46 investigated whether employees are satisfied with their salary increase
opportunities: “I feel satisfied with my opportunities for salary increases”. Most of the answers
were positive. Furthermore, question 47 examined whether employee evaluation is impacted by
the amount of involvement and input in the team: “My performance evaluation is strongly
influenced by my contribution to the team”. Most of the respondents demonstrated a positive
attitude, as eighty four agreed. In addition, question 48 was designed to better understand the
company bonus strategy, in particular whether it is based on individual evaluation or not:
“Annual bonuses are based on individual performance in this company”. The majority of
responses were positive, as sixty eight of the respondents agreed.
Question 50 investigates if employee efforts are recognized based on non-monetary rewards:
“Achievements are recognized in company newsletters, magazines etc. in this company”. In
general, participants seemed to be satisfied regarding their non-monetary recognition of their
achievements in the company. Lastly, question 51 stated: “Small value non-cash awards (e.g.
dinner, travel ticket) are provided in the company”, and respondents were mostly positive
regarding the provision of non-cash rewards in the company.
In summary of the twelve questions above, the results showed that satisfaction of employees
with the rewards and compensation system in the company is good; as most of respondents were
satisfied with their promotion chance, regular promotions, salaries, salary increases, the fairness
of promotions, received benefits, achievement recognition and the non-cash awards provided.

6.4.4 Culture
Questions 65, 66, and 67 were designed to understand employee perceptions about the effect of
culture similarities and differences on employee satisfaction. Question 65 examined employee
perceptions about working with colleagues coming from the same background: “Common
culture improves the work environment in this company”. According to the responses, the
majority of participants agreed that common culture plays a major role in improving the work
environment in the company. In addition, question 66 investigated the match between the
company culture and the employee culture: “There is a good match between the company culture
and the culture of the employees”. The majority of participants were positive regarding the
match between cultures. Finally, question 67 examined the culture and its relation to job

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satisfaction: “A multicultural workforce improves job satisfaction”. Most of the participants
indicated that a multicultural workforce improves their job satisfaction.

6.4.5 Routine
In this part, three questions (54, 55, and 56) were administrated to understand employee
perceptions about the existence of routine in their job. Question 54 stated: “I feel that I am
working on important projects”, and most of the responses indicated that employees believed that
they were working on important projects. Furthermore, question 55 stated: “The tasks in my
work are challenging”, and responses were mostly positive, as 70 participants agreed. This
suggests participants found the work they do challenging. The last question in this section stated:
“I have opportunities to initiate new projects or activities within company”. Respondents were
satisfied with the availability of the opportunities to perform new projects or activities, as 71 of
the sample agreed. In summary, most of participants believed that their work is important and
challenging. In addition, they were satisfied with their opportunities of starting new projects,
which indicates that employees are not exposed to routine jobs.

6.4.6 Job content

This part focused on employee opinions regarding their job content, in particular how it impacts
their job satisfaction. Three questions (57, 58, and 59) were used in the survey regarding this
issue. Question 57 stated: “I sometimes feel my job is meaningless” and employee responses
reflected that their work is meaningful, as the majority of respondents disagreed with the
question. In contrast, question 58 stated: “Work assignments are not fully explained in this
company”, and the majority of respondents agreed with this statement. The last question of this
section stated: “My team performs tasks well suited to team work”, and the majority of
participants agreed that tasks performed by their teams are suitable to team work, as 75 of the
sample agreed.

6.4.7 Recruitment
Question 60 investigated if the recruitment process in the company is efficient enough by
examining the availability of skilled workers that facilitate the accomplishment and development

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of the work: “I find I have to work harder at my job because of the incompetence of people I
work with”. The results indicated that participants are clearly satisfied with the recruitment
process in the company as most of them disagreed.

6.4.8 Management Style

Four questions (61, 62, 63, and 64) were used in this section to gain a better understanding about
employee opinions regarding the management style in the company. Question 61 focused on the
mechanism ideas in the company: “This organization has good mechanism ideas”, and the
majority of responses indicated that employees are satisfied in this regard. In addition, question
62 stated: “I feel that upper management is enthusiastic”, and responses indicated that top
management is considered to be enthusiastic, as 82 of the respondent agreed with this statement.
Furthermore, question 63 investigated whether the company allows its employees to create and
pursue their own ideas: “the best way to get along in this company is to the think the way the rest
of the group does”. It was noticeable that most of participants agreed that thinking like others is
the best way to cope will with others within the company, suggesting that the degree of
employing their own ideas is somewhat restricted. The last question of this section stated:
“problems at work and differences of opinion are discussed openly in this company”, and
respondents showed a positive trend towards this question.

6.5 Company B Case Study - Innovative Climate

This section concentrates on examining the innovative climate in the company. It included six
questions (69, 70, 71, 72, 73, and 74). Answers of the questions focused on providing more
understanding on to what extent the climate in the company supports innovation. The results
shown below are presented in further detail in appendix P.

Question 69focused on the encouragement of innovation through rewards: “The rewards system
within this company encourages innovation”, and most of the answers were positive. Adding to
this, question 70 investigated how the company supports and encourages innovation: “There are
adequate resources devoted to innovation within company”. Responses again showed a positive

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trend to the statement. Question 71 examined whether employees have the freedom to perform
creative actions: “My efforts to do a good job are seldom blocked by red tape”. The majority of
participants somewhat agreed, suggesting that participants seemed to have the freedom required
to be creative without restrictions.
In contrast, question 72 stated: “Lack of funding to investigate creative ideas is a problem within
this company”, and most of the respondents agreed that the lack of funding is considered as a
problem in the company which affects creativity negatively. However, question 73 stated: “The
organization allows me free time to pursue creative ideas during the workday”, and most of
participants agreed on the question. This indicates that the respondents were satisfied with the
time they have through the work day to create something new. The last question of this section
stated: “I work in a creative environment”, and the responses showed a positive trend regarding
the creativity climate in the workplace.
In summary of this section, participants mostly agreed that the rewards system and available
resources enhance innovation, while lack of funding inhibit innovation. They were satisfied with
the available time and freedom through their work day, as well as the creative environment that
they work in.

6.6 Comparison of Cases

The two sections below will compare the questionnaire responses between Company A and
Company B. Section 6.6.1 will examine similarities and differences in regards to job satisfaction,
and section 6.6.2 will examine similarities and differences in regards to innovative climate.

6.6.1 Job Satisfaction

Teamwork
In both companies, respondents showed positivity toward the cooperation level between
employees in regards to their relationships between others and the ability to work within teams.
Respondents of both companies were positive about the company strategy in relation to the
amount of encouragement and support provided to its employees. Furthermore, respondents in
both companies agreed that the goals of their team are clear to them, which facilitates effective
teamwork. The responses suggest that employees from both companies believe that it is effective

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to use teams to perform tasks more efficiently in the company. Adding to this, employees from
both companies agreed that they enjoy performing their work within a team and were willing to
do so in the future.

Head Count
Participants in both companies supported the idea that personnel shortage will negatively affect
innovation. Also, respondents of both companies showed the same trend when they were asked
about their opinion of the impact that the lack of resources has on innovation in the company.
Participants of both companies agreed that the unavailability of resources had a negative effect
on innovation.

Rewards and Compensations

Participants in Company B were satisfied with their chance of promotion in the company while
respondents from Company A appeared to be dissatisfied with their chance of promotion. Further
to this, respondents in Company B company showed positivity toward the promotion system in
the company while Company A’s participants showed negativity, suggesting that they were not
satisfied with the promotion system in the company. Responses from both companies also
showed different opinions regarding what employees think about fair payments. In Company B,
most employees were satisfied while in Company A, respondents were not happy about their
salaries compared to their performance. Regarding the promotion system in both companies, the
responses of employees in the two companies were different again. In Company B, employees
showed positivity toward their chance of promotion when achieving an exceptional achievement.
However, most of Company A’s respondents did not think their achievements improved their
chances of promotion.
Continuing this trend, different opinions were found between the two companies regarding the
benefits they receive. Nearly all of Company B’s employees showed satisfaction with their
benefits; however in Company A ,while a substantial number were satisfied, some employees
were neutral or dissatisfied with the benefits available. In regards to the non-monetary rewards,
participants of both companies showed different opinions. It was noticeable at Company B that
most of participants did not feel that their work is appreciated. However, the majority of
employees at Company A felt that their work is appreciated by the company.

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In Company B, employees generally showed positivity regarding the bonuses they receive.
However, the responses at Company A suggested a somewhat neutral attitude. Furthermore, the
majority of employees at Company B were satisfied with their salaries increase. While
employees at Company A seemed to be unsatisfied with their chance of a salary increase.
However, respondents in both companies believed that the evaluation of their performance is
linked to degree of their contribution to the team.
In regards to bonuses, Company B employees agreed that the bonus system is based on the
individual performance, while most employees at Company A disagreed. Participants of both
companies demonstrated a similar trend regarding the non-monetary recognition of their
achievements in the company, as the majority of respondents in both companies showed a
positive trend. Similar to this, respondents in both companies showed a similar positive trend of
answers in regards to the provision of non-cash rewards.

Culture
Employees of both companies agreed that a common culture improves the work environment.
Similarly, responses from both companies were positive regarding the match between the
company culture and the employee culture. In addition, employees from both companies had
similar opinions regarding the effect of multicultural workforce on job satisfaction, as responses
from both Company A and Company B demonstrated a positive attitude to this statement.

Routine
Most respondents in both companies agreed that they are working on important projects, and a
similar positive trend was found in both companies regarding the challenging nature of the tasks
they are required to do. This suggests that the routine concept doesn’t exist in either company.
Furthermore, in both companies, respondents were satisfied regarding their opportunities of
initiating new projects.

Job content
Employees from both companies disagreed with the statement that their work is meaningless. In
contrast, most of the employees from Company B felt that required tasks are explained clearly at
their company, but responses from employees at Company A were mainly negative.
Furthermore, in Company B, the majority of participants agreed that performed tasks suit the

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teamwork; however, Company A’s participants had a different opinion, as the majority of
responses were negative.

Recruitment
In Company B, most of the participants disagreed with the question “I find I have to work harder
at my job because of the incompetence of people I work with”. In Company A, while the
majority of answers were neutral, 22 participants disagreed, which suggested a slight negative
trend as well. This demonstrates a similarity in the trend of responses for the two companies.

Management Style
In regards to the presence of good mechanism ideas in their company, responses from Company
B ranged mostly between agree and somewhat agree, and responses from Company A ranged
between neutral and somewhat agree. This suggests a somewhat similar opinion of employees in
both companies regarding the presence of good mechanism ideas in the company. In addition,
both Company B and Company A employees felt similarly regarding the enthusiasm of the upper
management at the company, as responses from both companies were positive. Furthermore,
participants of both companies showed a similar trend of positive responses to the statement:
“the best way to get along in this company is to think the way the rest of the group does”.
However, while most of the participants at Company B agreed that the company welcomes
different opinions and ideas, the number of participants at Company A who agreed and disagreed
was relatively similar, suggesting an overall neutral attitude.

6.6.2 Innovative Climate

Participants from Company B mainly felt that the rewards system in the company had a positive
effect on innovation. In contrast, participants of Company A did not agree, and most responses
suggested that they felt the rewards system did not encourage innovation in the company. The
respondents from the two companies showed opposite opinions regarding the availability of
resources and the effect of this on innovation. In Company B, respondents tended toward
positivity, but employees tended more toward negativity in Company A. Adding to this,
Company B employees mostly felt that they did not have restrictions in their work that blocked
them from working creatively. However, in Company A, participants seemed to feel as though
they did have some restrictions.

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While participants from both companies agreed that a lack of funding negatively affects
innovation, Company B participants showed satisfaction regarding the amount of time allowed
during work for creativity; however, participants from Company A showed dissatisfaction
regarding the same issue, as most of the responses were negative. In both companies participants
seemed to agree that the environment they work in is creative, as most of the responses were
positive in both companies.

6.7 Statistical Analysis for Company A

6.7.1 Testing correlations – Organizational work environment

The current section reports the results found when testing correlations between the components
of the organizational working environment variable, which are: support environment; learning
environment; and organizational working structure. Further examination is provided for the
correlations between each component of the organizational work environment and the overall
average of the organizational working environment variable. These results are summarized in
table 6.1 and table 6.2.

Correlations between the organizational work environment components

This section examines if there are correlations between the organizational work environment
components, and if these correlations are positive or negative. The results obtained showed that
the support environment has a low positive correlation when compared with the learning
environment. In addition, there was a very low positive correlation between correlation between
the support environment and the organizational working structure. A very low positive
correlation was also found between the learning environment and the organizational working
structure.
From the results it can be seen that learning environment and support environment can influence
each other. This indicates that the learning environment could be part of the support
environment, as the finding suggests that they have some similarities on factors that impact them
positively or negatively.

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In contrast there was hardly any correlation found between support environment and the
organizational working structure, or between learning environment and organizational working
structure. Therefore they cannot be combined under one category. Table 6.1 summarizes the
findings.

Table ‎6.1 Correlations between the organizational work environment components

Tested Support Support Learning

Components environment environment and environment and
and Learning Organizational organizational
environment working structure working structure

Correlation
Results 0.511 0.264 0.148
Low positive correlation X
Very low positive X X
correlation
No correlation

Each component of the organizational work environment and the overall

average of the organizational work environment
The total average of the organizational work environment was correlated to each component of
the organizational work environment. These are the support environment, learning environment
and the organizational working structure. Correlating the support environment with the total
average of the organizational working environment showed a high positive correlation. This
indicates that the support environment (which includes both the physical and the psychological
environment) is an important component impacting the organizational work environment in the
company.
The learning environment and the organizational working structure results were very similar.
Both showed a moderate positive correlation in relation to the total average of organizational
work environment. This indicates that both are important components; however, the support
environment is the most important and had a stronger impact. Results are reported in table 6.2
below.

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Table ‎6.2 Each component of the organizational work environment and the overall average
of the organizational work environment

Tested Support Learning Organizational

Components environment and environment and working structure
organizational organizational and organizational
working working environment working
Correlation environment environment
Results 0.841 0.657 0.682
High positive X
correlation
Moderate positive X X
correlation
No correlation

Summary
This section provides a summary on different correlations impacting the organizational work
environment. Figure 6.1 provides a picture of the correlations for the organizational work
environment.
The support environment and the learning environment showed the strongest correlation
compared to the other correlations with this variable, as it was a moderate positive correlation.
However, the other two correlations (Support environment and Organizational working structure;
and Learning environment and organizational working structure) were relatively low. However,
correlations with the overall organizational work environment ranged between highly positive to
moderately positive when correlated with the separate components. Support environment was
high positive correlated and the other factors (learning environment and organizational working
structure) were moderately correlated.

169
Figure ‎6.1 Correlations in the organizational work environment varible

6.7.2 Testing correlations – Organizational work environment and

Job Satisfaction

This section reports several correlation tests in regard to the organizational working environment
and job satisfaction. Firstly each component of the organizational working (support environment,
learning environment, and organizational working structure) was examined against overall job
satisfaction. Secondly, the study focused on measuring the correlation between organizational
work environment components and job satisfaction components. Thirdly, the correlation between
the overall average of the organizational work environment components and job satisfaction

170
components was examined. Finally, the tested correlation was between the organizational work
environment as a whole and the job satisfaction as a whole. Tables 6.3, 6.4, 6.5, 6.6, 6.7, and 6.8
below illustrate the results obtained.

Organizational work environment components and Job satisfaction

Each component of the organizational work environment was correlated to the overall average of
the job satisfaction variable. The results obtained indicated that the support environment has a
moderate positive correlation with job satisfaction. Moreover, it had the strongest correlation to
job satisfaction when comparing it to the learning environment and the organizational working
structure.
Learning environment showed a low positive correlation toward job satisfaction, while a very
low positive correlation appeared between the organizational working environment and job
satisfaction. Table 6.3 below illustrates the findings.

Table ‎6.3 Organizational work environment components and Job satisfaction as a whole

Tested Support Learning Organizational

Components environment and environment and working
Job satisfaction Job satisfaction structure and
Correlation job satisfaction
Results 0.601 0.412 0.289
Moderate positive X
correlation
Low positive correlation X
Very low positive X
correlation
No correlation

Organizational work environment components and Job satisfaction

components

The correlation between the organizational work environment components and job satisfaction
components were tested as per the sections below.

Support environment and job satisfaction components

171
 Examining correlations between the support environment and components of job satisfaction
yielded different results. The results ranged between moderate positive relationships to very low
negative relationships. For example rewards and compensations, and management style, both
showed a moderate positive correlation with the support environment. Accordingly, management
style and rewards and compensations could influence the support environment.
Team work and job design had low positive correlations when examining the relationship with
the support environment. This indicates that both have a low impact on the support environment.
In addition, culture had a very low positive correlation with job satisfaction; however, person fit
showed a very low negative correlation when examining the relationship with the support
environment. Table 6.4 illustrates the obtained results.

Table ‎6.4 Support environment and job satisfaction components

Tested Support Support Support Support Support Support

Components environment environment environment environment environment environment
and Team and culture and Rewards and And job and
work and management design Persons fit
Correlation compensation style
Results 0.421 0.234 0.609 0.601 0.321 -0.240
Moderate
positive X X
correlation
Low positive
correlation X X
Very low
positive X
correlation
No
correlation

Very low X
negative
correlation

Learning environment and job satisfaction components

The correlations between learning environment and job satisfaction component ranged between
low positive and very low positive. The strongest correlation was found between learning
environment and job design, the next strongest was between learning environment and
management style, and the next between learning environment and rewards and compensations.
There result for each of these was a low positive correlation, which indicates that learning

172
 environment is slightly impacted by the rewards and compensations system, the management
style and the job design in the company. However, teamwork, culture, and person fit also had a
very low correlation with the learning environment. These suggests that components of job
satisfaction have minimal relation to the learning environment. Table 6.5 summarizes the results.

Table ‎6.5 Learning environment and job satisfaction components

Tested Learning Learning Learning Learning Learning Learning
Components environment environment environment environment environment environment
and and culture and Rewards and And job and Persons
Teamwork and management design fit
Correlation compensations style
Results 0.196 0.121 0.316 0.324 0.398 0.020
Low
positive X X X
correlation
Very low
positive X X X
correlation
No
correlation

Organizational working structure and job satisfaction components

Organizational working structure had a very low positive correlation with most job satisfaction
components, including: teamwork; culture; rewards and compensations; management style; and
job design. However, person fit showed a very low negative correlation. In summary,
organizational working structure and job satisfaction had a little impact on each other. Table 6.6
below summarizes the obtained data.

Table ‎6.6 Organizational working structure and job satisfaction components

Tested Organizational Organizational Organizational Organizational Organizational Organizational

Components working working working working working working
structure and structure and structure and structure and structure And structure and
Teamwork culture Rewards and management job design Persons fit
Correlation compensations style
Results 0.233 0.117 0.214 0.217 0.215 -0.052
Very low
positive X X X X X
correlation
No
correlation
Very low
negative X
correlation

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The overall average of the organizational work environment and job
satisfaction components
Rewards and compensations, teamwork, job design, and management style had a low positive
correlation with the overall average of the organizational working environment. However culture
showed a very low positive correlation, while person fit indicated a very low negative
correlation. Table 6.7 below illustrates these findings.

Table ‎6.7 The overall average of the organizational work environment and job satisfaction
components
Tested Organizational Organizational Organizational Organizational Organizational Organizational
Components work work work work work work
environment environment environment environment environment environment
and teamwork and culture and and job design and Persons fit and Rewards
management and
Correlation style compensations
Results 0.407 0.224 0.398 0.404 -0.153 0.540
Low positive
correlation X X X X
Very low
positive X
correlation
No
correlation

Very low
negative X
correlation

Organizational work environment and Job satisfaction as a whole

The correlation between the total average of the organizational work environment and job
satisfaction was examined, and demonstrated a moderate positive correlation between both
variables. Table 6.8 illustrates the results.

Table ‎6.8 Organizational work environment and Job satisfaction as a whole

Tested Organizational work

Components environment and Job
satisfaction
Correlation
Results 0.600
Moderate positive correlation X
No correlation

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Summary
This sectioned focused on examining all possible correlations between the organizational
working environment and job satisfaction. Figure 6.2 illustrates the relationships examined
between these factors. The main findings were:
 Correlations between organizational work environment components and job satisfaction
showed that the support environment had the strongest results compared to the others as
it showed a positive moderating correlation with job satisfaction (0.601). Learning
environment is considered to be the second most important variable for job satisfaction
(0.412). The organizational working structure was the final important component
impacting job satisfaction.
 The relationships between support environment and job satisfaction components varied
between moderate positive correlations to very low negative correlations. The highest
positive correlation was between support environment and rewards and compensations
(0.609). While the only negative correlation was between the support environment and
person fit (-0.240).
 The correlation between learning environment and job satisfaction components varied
between low positive correlations to very low positive correlations. The highest
correlation was between learning environment and job design (0.398). While the lowest
correlation was between learning environment and person fit (0.020).
 Most of the correlations between organizational working structure and job satisfaction
components showed a very low positive correlation. Except for the correlation with
person fit that showed a very low negative correlation.
 The correlation between the organizational working environment and job satisfaction
components showed different results. Some indicated a low positive correlation and the
highest was the correlation between the organizational work environment and rewards
and compensations (0.540). One component indicated a very low positive correlation;
this was between organizational work environment and culture. The organizational work
environment and person fit indicated a very low negative correlation.
 The correlation between the organizational work environment as a whole and job
satisfaction as a whole showed a moderate positive correlation (0.600).

175
  In all tests, rewards and compensations and management style appeared to have the most
influence on job satisfaction components, thus impacting the organizational work
environment.

Figure ‎6.2 Correlations between organizational working environment and job satisfaction

176
 6.7.3 Testing correlations – Job satisfaction components
In this section, correlations between all job satisfaction components are presented. Also each
component was tested against the overall average of job satisfaction as shown in the sections
below.

Teamwork and other job satisfaction components

Teamwork was correlated to all job satisfaction components discussed in this study. Rewards and
compensations and management style showed the highest correlation with teamwork, both
having a low positive correlation. This suggests that rewards and compensations and
management style are the most important factors for teamwork, and may have some similar
factors influencing them. Both culture and job design showed very low positive correlations in
relation to teamwork. This suggests that they have little impact on teamwork. However person fit
had a low negative correlation. Table 6.9 below summarizes the obtained results.

Table ‎6.9 Teamwork and all other job satisfaction components

Tested Teamwork Teamwork Teamwork and Teamwork Teamwork
Components and culture and rewards job design and person and
and fit management
Correlation compensations style
Results 0.293 0.516 0.231 -0.408 0.548
Low positive correlation
X X
Very low positive
correlation X X
No correlation
Low negative
correlation X

Culture and all remaining job satisfaction components

Most of the results in this section ranged from low positive correlations to low negative
correlations. Rewards and compensations and job design showed a very low positive correlation.
The highest correlation was between culture and management style, which was a low positive
correlation. Person fit showed a low negative correlation. Culture and job satisfaction
components appear to have little influence on each other. A summary is provided in the table
6.10 below.

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Table ‎6.10 Culture and all remaining job satisfaction components
Tested Culture and Culture and job Culture and Culture and
Components rewards and design person fit management style
compensations
Correlation
Results 0.284 0.074 -0.014 0.387
Low positive
correlation X
Very low positive
correlation X X
No correlation
Low negative
correlation X
Rewards and compensations and all remaining job satisfaction
components
Rewards and compensation showed a low positive correlation with management style. However
job design showed a very low positive correlation with rewards and compensations. In contrast
person fit showed a low negative correlation. Even though rewards and compensations showed a
positive relation toward both job design and management style, the positive correlation was not
strong enough to consider it as important relationship. Results are illustrated in table 6.11 below.

Table ‎6.11 Rewards and compensations and all remaining job satisfaction components

Tested Rewards and Rewards and Rewards and

Components compensations compensations compensations and
and job design and person fit management style
Correlation
Results 0.219 -0.318 0.550
Low positive correlation X
Very low positive X
correlation
No correlation
Low negative correlation X
Job design and all remaining job satisfaction components
The relationship between job design and person fit presented a very low positive correlation. Job
design and management style revealed a low positive correlation. Both results indicate that the
correlations are very weak and will have little positive impact on each other. Table 6.12 provides
an overview of these findings.

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Table ‎6.12 Job design and all remaining job satisfaction components

Tested Job design and Job design and

Components person fit management
style
Correlation
Results 0.027 0.326
Low positive correlation X
Very low positive X
correlation
No correlation

Person fit and management style

A very low correlation was found between person fit and management style. This is illustrated in
table 6.13 below.

Table ‎6.13 Person fit and management style

Tested Person fit and

Components management
style
Correlation
Results 0.226
Very low positive X
correlation
No correlation

Each component with the overall job satisfaction average

The overall average of job satisfaction was correlated to each of the job satisfaction components
to check for any possible positive or negative correlations. The results were as follows:
 Rewards and compensations were highly positively correlated to the overall average of
job satisfaction.
 Team work and management style had a moderate positive correlation with the overall
average of job satisfaction.
 Culture and job design had a low positive correlation.
 Person fit had a very negative low correlation with job satisfaction.
Table 6.14 below provides a full picture of the findings.
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 Table ‎6.14 Each component with the overall Job satisfaction average
Tested Job Job Job Job Job Job
Components satisfaction satisfaction satisfaction satisfaction satisfaction satisfaction
and Team and culture and rewards and job and person and
work and design fit management
Correlation compensations style
Results 0.715 0.495 0.868 0.485 -0.226 0.757
High positive
correlation X
Moderate
positive X X
correlation
Low positive
correlation X X
No correlation
Very low
negative X
correlation

Summary
This section provides overview of the tested relationships illustrated in figure 6.3 shown below.
The correlations between job satisfaction components figure ranged from moderate to low
positive and negative correlations, as shown below:
 Five factors indicated a low positive correlation however one was higher than the others.
The correlation between Rewards and compensations and management style had the
highest correlation (0.550), followed by management style and teamwork (0.548). Then
rewards and compensations with teamwork (0.516), management style and culture
(0.387), and finally job design and management style (0.326). These results point out that
even though the correlation is positive, it’s considered a weak correlation between those
components.
 Seven represented a very low positive correlation these were: teamwork and culture;
teamwork and job design; culture and rewards and compensations; culture and job
design; rewards and compensations and job design; job design and person fit; and person
fit and management style. However the highest of them was teamwork and culture
(0.293) and the lowest was job design and person fit (0.027).
 Three correlations were negative, which were: Rewards and compensations and person
fit; teamwork and person fit; and culture and person fit.

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On examining correlations between job satisfaction components and the overall average, the
following results were revealed:
 Rewards and compensations showed a high positive correlation with job satisfaction
(0.868), indicating that both impact each other strongly and positively.
 There was a moderate positive correlation between job satisfaction and teamwork
(0.715), and between job satisfaction and management style (0.757).
 The correlation between job satisfaction and job design and also between job satisfaction
and culture showed a low positive relation. While job satisfaction and person fit had a
very low negative correlation.
 Person fit show a low negative correlation with job satisfaction

In a conclusion it could be noticed that rewards and compensations, management style and
teamwork were the most significant components to job satisfaction. However person fit
showed in all cases a low negative correlation indicating that it’s not an important component
to be highlighted in this study.

181
Figure ‎6.3 Correlations on the job satisfaction variable

182
 6.7.4 Testing correlations – Innovative climate

Innovative and organizational working environment

The following sections present the correlations between the innovative climate and the
organizational working environment. The first section discusses the overall innovative climate in
the company and the average of each component of the organizational working (support
environment, learning environment and organizational working structure). The second section
discusses the overall innovative climate and the overall average of the organizational working
environment.

Innovative climate and the components of organizational working environment

There were no high or moderate positive or negative correlations. Correlations ranged between
low positive correlations to very low positive correlations. Only the support environment had a
low positive correlation with the innovative climate. Both the learning environment and the
organizational working structure indicated a very low positive correlation. Accordingly,
supportive environment is the only component that could be considered to be impacting the
innovative climate. An overview of the findings is given in table 6.15.

Table ‎6.15 Innovative climate and the components of organizational working environment

Tested Innovative climate Innovative climate Innovative climate

Components and support and learning and organizational
environment environment working structure
Correlation
Results 0.350 0.127 0.013
Low positive X
correlation
Very low positive X X
correlation
No correlation

Innovative climate and organizational working environment as a whole

The correlation between the total average of the organizational work environment and the
innovative climate was relatively weak, as the result was a very low positive correlation. This
finding is indicated in the table 6.16 below.

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Table ‎6.16 Innovative climate and organizational working environment as a whole

Tested Innovative climate and

organizational working
Components environment

Correlation
Results 0.240
Very low positive correlation X
No correlation

Innovative climate and Job Satisfaction

This section illustrates the tested correlations between the innovative climate and job
satisfaction. First, the correlation between the overall innovative climate and the overall average
of job satisfaction is presented. Second the correlations between the innovative climate and each
component of the job satisfaction related to this study is presented.

Innovative climate and Job satisfaction as a whole

A low positive correlation was found between the total averages of both components. Table 6.17
illustrates the finding.

Table ‎6.17 Innovative climate and Job satisfaction as a whole

Tested Innovative climate and

job satisfaction
Components

Correlation
Results 0.399
Low positive correlation X
No correlation

The overall average of the innovative climate and Job satisfaction components
In this comparison, three components showed a low positive correlation with the innovative
climate. These were: rewards and compensations; management style; and job design. However
culture and teamwork also showed a very low positive correlation with the innovative climate.

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 Person fit indicated low negative correlation with innovative climate. Table 6.18 illustrates the
findings.

Table ‎6.18 Innovative climate and job satisfaction components

Tested Innovative Innovative Innovative Innovative Innovative Innovative

Components climate climate climate and climate and climate climate
and Team and Rewards and management and job and
work culture compensation style design Person fit
Correlation
Results 0.291 0.068 0.345 0.399 0.387 -0.423
Low positive X X X
correlation
Very low X X
positive
correlation
No correlation
Low negative X
correlation

Summary
The highest correlation was a low positive correlation, and it occurred in the following
relationships: innovative climate and support environment; innovative climate and job
satisfaction; innovative climate and management style; innovative climate and rewards and
compensations; and innovative climate and job design.
Innovative climate and teamwork had a very low positive correlation, but demonstrated a score
very close to a low positive correlation (0.291). However, other tested relationships were
generally very low positive correlations. Person fit was the only component to show a low
negative relationship.
From the above it could be noticed that organizational working environment, job satisfaction and
innovative climate are not strongly correlated with each other. These relationships are illustrated
below in figure 6.4.

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Figure ‎6.4 Correlations between innovative climate and other study variables

6.7.5 Average score for each component

This section illustrates the total average score at Company A for the components in the survey
used in the study as shown below:
 Organizational work environment: the total average was 4.27, which indicates that
employee responses were reasonably neutral regarding their perception about
working in a positive working environment
 Satisfaction: the total average of 3.963 indicates that most answers were
approximately neutral regarding their satisfaction.
 Innovative climate: the total average of 3.681 indicates that employees responses
were on average somewhere between somewhat disagree and neutral.

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 6.7.6 Regression analysis
Regression analysis was applied to test the impact of organizational work environment and job
satisfaction on the innovative climate at the company. The resulting regression equation is:

InnCli=.177SupEnv - .088LeaEnv -.232OrgWkStr + .441JobSat + 2.58

Inncli= Innovative climate.
SupEnv= Support environment.
LeaEnv= Learning environment.
OrgWkstr= Organizational working structure.
Jobsat= Job satisfaction.

This was only applied on results from Company A due to missing data from Company B.
According to table 6.19, the model explained 20% of the variation in the dependable variable, as
explained by the Rvalue of 0.202.
The factor of job satisfaction showed the most significant impact on the dependent variable,
which is demonstrated by its coefficient of 0.441. The second factor considered as impacting the
innovative climate was the support environment with a coefficient of 0.177. Two factors
indicated negative relations, which were the learning environment and the organizational work
structure. The learning environment showed a greater impact (-0.088), while the coefficient for
the organizational work structure was -.0232.

Table ‎6.19 Regression analysis

Job Sat OrgWkstr LeaEnv SupEnv b

Values 0.441 -0.232 -0.088 0.177 2.579
SEn 0.151638 0.168038 0.081055 0.089595 0.776155
R2 0.202525
F 6.158484
ssr 0.533049 27.56175
df 97

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6.8 Statistical analysis for Company B

6.8.1 Testing correlations - Job satisfaction components

The following sections demonstrate correlations between job satisfaction components, and
between the overall average of job satisfaction and each of its components.

Teamwork and all other job satisfaction components

Teamwork was correlated with all job satisfaction components related to this study. The highest
result was a low positive correlation which occurred when correlating teamwork and rewards and
compensations, and also between teamwork and job design. A very low positive correlation was
found between teamwork and culture, between teamwork and person fit, and between teamwork
and management style. Table 6.20 below illustrates the findings

Table ‎6.20 Teamwork and all other job satisfaction components

Tested Teamwork Teamwork Teamwork Teamwork Teamwork

Components and culture and rewards and job and person and
and design fit management
Correlation compensations style
Results 0.052 0.476 0.437 0.243 0.061
Low positive X X
correlation
Very low positive X X X
correlation
No correlation

Culture and all remaining job satisfaction components

Culture had a low positive correlation with management style, which was the highest correlation
with culture when compared to other components. Job design, person fit, and rewards and
compensations showed a very low positive correlation with culture. The results show that culture
and management style are the most correlated components in this section. Table 6.21 presents a
summary of the findings.

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Table ‎6.21 Culture and all remaining job satisfaction components

Tested Culture and Culture and Culture Culture and

Components rewards and job design and management
compensations person fit style
Correlation
Results 0.133 0.146 0.087275 0.570
Low positive X
correlation
Very low positive X X X
correlation
No correlation

Rewards and compensations and all remaining job satisfaction

components
Rewards and compensations and job design presented a low positive correlation. Person fit and
rewards and compensations also showed a low positive correlation. The lowest correlation
appeared with management style which showed a very low negative correlation with rewards and
compensations. Findings are summarized in table 6.22 below.

Table ‎6.22 Rewards and compensations and all remaining job satisfaction components

Tested Rewards and Rewards and Rewards and

compensations compensations compensations
Components and job design and person fit and
management
Correlation style
Results 0.507 0.303 -0.015
Low positive X X
correlation
No correlation
Very low negative X
correlation

Job design and all remaining job satisfaction components

Job design and management style showed a moderate positive correlation, the highest result
among all of the other correlations. Also, there was a low positive correlation between job design
and person fit. Below is a summary of the findings in table 6.23.

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Table ‎6.23 Job design and all remaining job satisfaction components

Tested Job design and Job design and

Components person fit management
style
Correlation
Results 0.534 0.735
Moderate positive X
correlation
Low positive X
correlation
No correlation

Person fit and management style

Person fit and management style had almost no correlation, as there was only a very low
negative correlation. Table 6.24 illustrates the findings.

Table ‎6.24 Person fit and management style

Tested Person fit and

Components management style

correlation
Results -0.025
No correlation
Very low negative X
correlation

The overall average of job satisfaction and its components

This section focused on comparing the overall average of job satisfaction with each component
of job satisfaction. Rewards and compensation showed a high positive correlation with of job
satisfaction. Job design and teamwork both showed a moderate positive correlation with the
overall average of job satisfaction; however, job satisfaction and job design had a stronger
correlation. Culture, person fit, and management style all presented low positive correlations,
with person fit being the strongest of these while management style was the weakest. A summary
of the results are presented at the table 6.25 below

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Table ‎6.25 The overall average of job satisfaction and its components

Tested Job Job Job satisfaction Job Job Job

Components satisfaction satisfaction and rewards satisfaction satisfaction satisfaction
and Team and culture and and job and person and
work compensations design fit management
style
Correlation
Results 0.651 0.438 0.833 0.735 0.512 0.322
High positive
correlation X
Moderate
positive X X
correlation
Low positive
correlation X X X
No correlation

Summary
This section summarizes the tested correlations; illustrated in figure 6.5. Results regarding the
job satisfaction variables showed:
 Job design and management style were the two components most related to each other as
they were the only components to show a moderate positive correlation (0.735).
 Six components showed a low positive correlation. These were: job design and person fit;
rewards and compensations and job design; culture and management style; teamwork and
job design; rewards and compensations and person fit; and teamwork and rewards and
compensations. The highest of these was culture and management style (0.570), while the
lowest was rewards and compensations and person fit (0.303).
 Six components indicated a very low correlation, these were: teamwork and culture;
teamwork and person fit; teamwork and management style; culture and rewards and
compensations; culture and job design; and culture and person fit. The highest was
teamwork and person fit (0.243), and the lowest was teamwork and culture (0.052).
 Finally, person fit with management style and rewards and compensations with
management style were both very low negative correlations.

Results regarding the overall satisfaction average and each job satisfaction component showed:
 Job satisfaction and rewards and compensations had a high positive correlation (0.833).

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  A moderate positive correlation was found between job satisfaction and teamwork (0.651).
 Job satisfaction and person fit, job satisfaction and culture, and job satisfaction and
management style all showed low positive correlations. Person fit and job satisfaction had
the strongest correlation of these (0.512).
 Job satisfaction and management style had the lowest correlation (0.322).

Figure ‎6.5 Correlations for job satisfaction and related components

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 6.8.2 Testing correlations - Innovative climate and Job
Satisfaction
This section reports the correlations found between innovative climate and job satisfaction. The
first section discusses the correlations between the overall innovative climate with the overall
average of job satisfaction. The second section discusses the correlation between the overall
innovative climate and each component of job satisfaction.

Innovative climate and Job satisfaction as a whole

The findings revealed that job satisfaction had a moderate positive correlation with the
innovative climate as shown in table 6.26 below.

Table ‎6.26 Innovative climate and Job satisfaction as a whole

Tested Innovative climate and job

Components satisfaction

Correlation
Results 0.719
Moderate positive X
correlation
No correlation

Innovative climate and Job satisfaction components

The highest correlation was found between the innovative climate and job design; however
innovative climate and person fit also showed a moderate positive correlation. A low positive
correlation was found between innovative climate and teamwork and between innovative climate
and rewards and compensations. The relationships between innovative climate and management
style, and between innovative climate and culture, were both very low positive correlations.
Table 6.27 below provides a summary of the obtained results.

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Table ‎6.27 Innovative climate and job satisfaction components
Tested Innovative Innovative Innovative Innovative Innovative Innovative
Components climate and climate and climate and climate and climate climate
Team work culture Rewards and management and job and
Correlation compensations style design Persons fit
Results 0.322 0.198 0.567 0.031 0.786 0.691
Moderate positive
correlation X X
Low positive
correlation X X
Very low positive
correlation X X
No correlation

Summary
As discussed previously, job satisfaction and innovative climate had a moderate positive
correlation at a score of 0.719. Testing the relationships between job satisfaction components and
innovative climate found that job design was the most highly correlated (0.786), reflecting a
moderate positive correlation. Person fit also had a moderate positive correlation with innovative
climate (0.691). Other components varied between low positive to very low positive correlations.

The results indicate that innovative climate is highly correlated to job satisfaction. However, the
most effective job satisfaction components are job design and person fit. These relationships are
illustrated in figure 6.6

6.8.3 Average score for each component

This section illustrates the total average score at Company B for the components in the survey
used in the study as shown below:
 Job satisfaction: the average result was 4.798.

 Innovative climate: the average result was 4.802.

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Figure ‎6.6 Correlations between innovative climate and job satisfaction

6.9 Statistical analysis comparison

6.9.1 Innovative climate comparison

Job satisfaction had a moderate positive correlation with the innovative climate at Company B
(0.719) while there was a low positive correlation at Company A (0.399). Moreover, job

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 satisfaction components were also more strongly correlated with innovative climate at Company
B than Company A. For example job design and person fit was the strongest correlation at
Company B (0.786), while the strongest at Company A was between innovative climate and
management style (0.399). The lowest correlation at both companies was between innovative
climate and culture, with a score of 0.198 at Company B, and 0.068 at Company A. Also, person
fit had a moderate positive correlation with innovative climate at Company B, however at
Company A it had a very low negative correlation.

6.9.2 Job satisfaction components Comparison

This section highlights differences and similarities between both companies on the results
obtained from the conducted correlation analysis between job satisfactions components. Results
are indicated in table 6.28 and table 6.29 as shown below.

Table ‎6.28 Similarities of testing correlations between all job satisfaction components

Similarities Both companies

Culture and rewards and Very low positive correlation
compensations
Culture and job design Very low positive correlation
Culture and management style Low positive correlation
Teamwork and culture Very low positive correlation
Teamwork and job design Low positive correlation

Table ‎6.29 differences of testing correlations between all job satisfaction

Differences Company A Company B

Culture and person fit Low negative correlation Very low positive correlation
Rewards and compensations and Very low positive correlation Low positive correlation
job design
Rewards and compensations and Low negative correlation Low positive correlation
person fit
Rewards and compensations and Low positive correlation Low negative correlation
management style
Team work and job design Very low positive correlation Low positive correlation
Team work and person fit Low negative correlation Very low positive correlation
Team work and management style Low positive correlation Very low positive correlation
Job design and management style low positive correlation Moderate positive correlation
Job design and person fit Very low positive correlation low positive correlation
Person fit and management style Very low positive correlation Very low negative correlation

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 6.9.3 Comparison on the overall job satisfaction average and
each job satisfaction component
Results on common similarities and differences are illustrated below in table 6.30 and
table 6.31.

Table ‎6.30 Similarities of the comparison on the overall job satisfaction average and each
job satisfaction component

Similarities Company A/B

Job satisfaction and rewards High positive correlation
and compensations
Job satisfaction and Team Moderate positive correlation
work
Job satisfaction and culture Low positive correlation

Table ‎6.31 Differences on the comparison on the overall job satisfaction average and each
job satisfaction component

Differences Company A Company B

Job satisfaction and job design Low positive correlation Moderate positive correlation
Job satisfaction and Moderate positive correlation Low positive correlation
management style
Job satisfaction and person fit Very low negative correlation Low positive correlation

6.10 Conclusion
In conclusion, this chapter discussed employee views about the organizational work
environment, job satisfaction and the innovative climate in the company, for the purpose of
understanding the company situation and employee perceptions regarding these factors. These
views were obtained through the analysis of the survey questions, by running a frequency
distribution test, conducting a correlation analysis, and also by conducting a regression analysis.
Furthermore, a comparison was conducted between both companies to gain a better
understanding about the differences and similarities between both companies. The next chapter
will be the discussion chapter.

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7 Discussion

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This chapter discusses how the innovative climate model was generated. Also the chapter
provides answers to the research questions of the study gained from qualitative and quantitative
data. As mentioned, the purpose of this study is to understand what factors contribute to creating
an innovative climate. Figure 7.1 summarizes the process of the model development for this
study. The aim of this study was to discover factors that contribute to an innovative climate at
both companies. Based on the literature review (as discussed in chapter 2) the first literature-
based model for the study was developed. This model proposed that organizational work
environment and job satisfaction impact the innovative climate. Thereafter the model variables
were tested based on field research. The outcome was the second model, as discussed in the
previous chapters. This model included all variables for job satisfaction and work environment,
which were confirmed through interviews and tested statistically. This model did not include
managers’ perceptions on innovative climate. The findings in regards to innovative climate are
exhibited in model 3. This model was developed after comparing the interview data on
innovative climate with model 2 findings. Through this comparison, two additional factors
appeared which were ‘competition’ and ‘personal behaviour’. By adding these two variables to
the model the final innovative climate model as shown in the following section is introduced.

Figure ‎7.1 The model development process for this study

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The next section will explain the innovative climate model and the theoretical justification.
This chapter starts by outlining the components of model two, and examines the relationships
between those components. Also, this chapter will present the final study model “the innovative
climate model”, and discuss the implications of findings for practice, limitations and areas of
future research.

The Study model two

The model below illustrates the modified model according to the understanding gained through
the semi-structured interviews at both companies. The model was expanded as many additional
variables emerged, such as head count and culture in job satisfaction, and rotation and
encouragement in organizational work environment. However, a new finding emerged related to
the organizational working environment, which was organizational working structure. The
organizational working structure incorporated several components as shown below in the model,
such as policy and process. During the qualitative analysis stage the components of the model
were identified as key-themes, themes, and sub-themes, as shown in table 7.1 below, and in
figure 7.1 below. As discussed in section 1.4, the main research question and its sub-questions
are:

What is the impact of employee perceptions of organizational work environment

and job satisfaction on the innovative climate within the organization?

RQ1 What do managers perceive to be the key components of a positive work

environment?

RQ2 What do managers perceive to be the key components of job satisfaction?

RQ3 What do managers perceive to be the key components of an innovative climate?

RQ4 Is there is a relationship between employee perception of organizational work

environment and job satisfaction?

RQ4A Is there is a relationship between employee perception of learning environment

and job satisfaction?

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 RQ4B Is there is a relationship between employee perception of support environment
and job satisfaction?

RQ5 Is there is a relationship between employee perception of job satisfaction and

innovative climate?

RQ6 Is there is a relationship between employee perception of organizational work

environment and innovative climate?

RQ7 Is there an interaction effect between organizational work environment and job
satisfaction on innovative climate?

Table ‎7.1 Key themes, themes and sub-themes emerging from the study

Key Themes Themes Sub-themes

Organizational work Learning Learning
environment Training
Rotation
Support environment Psychological work environment
- Communication
- Encouragement
Physical work environment
Organizational Policy
working structure Progression and monitoring plans
Communication
Supportive leadership
Flexible working hours
Transparency
Delegation
Job satisfaction Rewards and
compensations
Teamwork
Head counts
Management style N/A
Recruitment
Job content
Routine
Culture
Innovative climate N/A N/A

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Figure ‎7.2 Model 2

7.1 Organizational work environment

A workplace can be observed as marketplace in which multiple persons engage in numerous
transactions and each employee seeks to gain a positive return on their investment (Rusbult and
Farrell, 1983). The current study focused on three factors which were believed to influence the
organizational work environment at the examined companies. These factors are
 The learning environment within the organization.
 The support environment for employees within the organization.
 The organizational working structure.

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The above mentioned factors (as illustrated in figure 7.2) helped in understanding managers’
perceptions regarding the important components when creating a positive work environment.

Several dimensions of work environments that are related to creativity have been identified in the
contextual theories of organizational creativity and innovation (Amabile et al., 1996). Amabile,
1988 (cited in Amabile, et al. 1996 p 1156) argued that there are three broad organizational
aspects in the componential model of creativity and innovation , each of which contains several
elements, including: (1) Organizational motivation to innovate, which is the orientation of the
company towards innovation, and the support for innovation and creativity across the entire
organization. (2) Resources, which refer to everything that the company has available to help
them work in a field targeted for innovation, for example the availability of training. (3)
Management practices, which refer to the amount of freedom or autonomy allowed in the
conduct of work, “provision of challenging, interesting work, specification of clear overall
strategic goals, and formation of work teams by drawing together individuals with diverse skills
and perspectives” (Amabile, 1988 cited in Amabile et al., 1996 p 1156). Accordingly, the
componential model of creativity and innovation provided strong evidence for the proposed
relationship between organizational work environment and innovative climate. The componential
model of creativity and innovation linked the provided resources (such as training), autonomy
(delegation), and organizational support to the organizational work environment. Conducting the
semi-structured interviews revealed factors impacting the innovative climate in the company.
These factors, according to the componential model, are related to the organizational work
environment.
The work environment is generally “defined as the social climate of an organization, although
physical environmental variables may also be included one important outgrowth of this attention
to environmental effects on creativity has been an increasing interest in the ways that work
environments might influence the creativity of employees” as cited in (Bailyn, 1985 cited in
Amabile and Gryskiewicz, 1989b p 232).
Ekvall, 1987 (Cited in Amabile and Gryskiewicz, 1989b) argued that organizational climate is
seen as a conglomerate of attitudes, feelings and behaviours, which characterize life in the
organization.

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A correlation test was run on Company A to examine the correlation between organizational
work environment and innovative climate. The test indicated a very low positive correlation,
with a result of 0.240. This suggests that employees believe that there is a relationship between
the organizational work environment and the innovative climate at the company.

Physical environment

Support environment
Encouragement
Organizational work
environment Psychological environment

Communication
Learning
Learning environment Job rotation

Training

Policy
Progression and monitoring plans
Process
Communication
Organizational working structure
Supportive Leadership

Flexible working hours

Delegation
Transparency

Figure ‎7.3 Factors of the organizational work environment

The following sections (7.1.1, 7.1.2 and 7.1.3) will discuss each of these factors and their
components, showing how these factors and components create a positive working environment
and impact the innovative climate, according to the obtained data from the semi-structured
interviews, survey analysis, and observations, along with the literature review support.
These sections will also explain each of the variables in accordance with the participants views,
through the application of the study in the telecommunication sector in Amman/Jordan.

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 7.1.1 Support environment
This section identifies factors according to the obtained data from the semi structured interviews
considered to be key components of the support environment. These factors are discussed from
the perspective of the interviewees, and are supported by the literature review. The study
examined the correlation between the support environment as a whole and the organizational
working environment. The result indicated a high positive correlation, with a result of 0.840,
supporting the idea that support environment is a critical component of the organizational work
environment. There was also a low positive correlation between support environment and the
innovative climate, with a result of 0.350. This result supported the idea that employee
satisfaction level is related to the amount of support gained from the working environment.

Physical work environment

According to Sundstrom (1986 p 2) physical work environment “refers to buildings and their
interiors. This includes the appearance and layout of buildings. The arrangement of rooms,
furnishing and equipment, as well as ambient conditions (light, sound, temperature and air)”.
This definition was supported at all managerial levels in both companies. As a summary of their
opinion, physical work environment refers to how the surroundings provide the basic tools for
employees to work effectively.
“you need the basic tools for any employee, I mean an office, good lightning, good
condition, the basic tools to do the job, the PC, the printers, this is what I consider as an
positive work environment” BD8.
Therefore it is an indication of the presence of a positive working environment where employees
perceive their work comfortably.
At Company A, employees are distributed into two buildings, one of which is considered to be
the main building of the company. In regards to the physical work environment, the researcher
observed through the survey administration stage that employees who worked in the main
building are more satisfied than employees working in the other building.
Moreover, it was noted at Company B that some parts of the building looked much better in
terms of lighting, spacing and conditioning. This observation justified the dissatisfaction about
the working conditions at the company by some of the interviewees (one manager and one

205
supervisor). According to Sundstrom (1986 p 4) “Job satisfaction represents an amalgamation
of many types of satisfaction, including satisfaction with the physical environment”.
”The company does not own the building. Therefore the spacing is very tight,
lighting and air condition were not operating so well in all sections” BD8.
During the semi-structured interviews at both companies the relationship between the physical
work environment and job satisfaction was confirmed. For example, at Company A one of the
supervisors mentioned that:
“We need good facilities such as good restaurants, furniture, and environment.
Lack of these facilities decreases employee job satisfaction” (AS3).
However other quotes related to this issue are illustrated in sections 5.1.3 and 5.2. Accordingly,
managers’ perceptions reflected that support environment is a major component of the
organizational work environment, and it impacts the level of employee job satisfaction.
According to Sundstrom (1986), an uncomfortable work place would decrease job satisfaction
and therefore the quality of work. In contrast, a comfortable work environment makes the whole
job more satisfying.
However, Maslow’s and Herzberg’s theories suggest that the work place environment only
becomes salient for job satisfaction when it is insufficient (Sundstrom 1986). Therefore the main
point of the theories is that employees in adequate environment take it for granted and only
notice it when it fails to meet their needs (Sundstrom 1986). In spite of the previous argument
that dissatisfaction of the physical work environment occurs only when an environment lacks
comfort, it is still considered as an important element.
According to the above, physical work environment is an important part of the organizational
work environment which impacts satisfaction and innovation in the company.
According to this research, physical work environment appeared as an important element
impacting the organizational work environment and influencing employee performance. “The
term job performance refers to the effectiveness with which the individual accomplishes assigned
tasks, according to such criteria as quantity, quality, or efficient” (Sundstrom 1986 p 4). The
physical environment can impact these outcomes through a psychological process (Sundstrom
1986). This could indicate that physical work environment might impact employees’ creativity
level. According to this study, the correlation between the support environment as a whole
component and innovative climate were tested at Company A, and indicated a low positive

206
correlation of 0.350. Accordingly, employee perceptions indicated that innovative climate is
impacted by the support environment in the company.
The next important component of the support environment is the psychological work
environment which will be discussed next.

Psychological work environment

According to this study, psychological work environment incorporates communication and
encouragement. The following sections will discuss each of these components, highlighting how
the gained data confirmed their relationship to the psychological work environment.

Communication
Favourable worker communication results in an increased level of job satisfaction and improved
employee performance (Ainspan and Dell, 2000 cited in Jo and Shim, 2005), and has an effect
on organizational success (Baskin, Aronoff and Lattimorre,1996 cited in Jo and Shim, 2005).
Accordingly, maintaining a friendly environment that supports both the employees and the
company increases satisfaction and commitment, which internally impacts the success of the
company.

“Given the emerging paradigm of public relations by relationship management, the terms of
employee’s communication need to be redefined as a part of building favourable relationship
between management and employees” (Jo and Shim, 2005 p 278).
The current study emphasizes the importance of maintaining good relationships between
employees at all levels. At both companies some of the managers from Company A (sections 5.1
and 5.2) and the directors from Company B (section 5.2) argued about the importance of having
a friendly environment where all employees communicate in friendly way, without barriers such
as hierarchy level. They showed their satisfaction about their working environment through the
way they communicated.
“I like the way my manager does his job, there is good interaction between me
and him, so I still find a good opportunity to enhance myself and skills from my
manager” (AM2).

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Favourable worker communication resulted in increased job satisfaction and improved employee
performance (Ainspan and Dell, 2000 cited in Jo and Shim, 2005), and also affected
organizational success (Baskin, Aronoff and Lattimorre cited in Jo and Shim, 2005).
“What I’ve enjoyed least in my environment is during the restructuring, whereby
people virtually shut the door of the communication which I think causes
dissatisfaction. During restructuring we faced a lot of people who refused to
communicate with new employees or deal with new systems. These attitudes were
impacted also others performance” (BD5).
Managers’ views indicated that favourable communications between employees are an important
element of the organizational work environment.

Encouragement

One of the managers at Company B indicated that encouraging employees to be motivated

impacted them psychologically. This finding asserted that encouragement should be part of the
psychological work environment factor.
“The presence of the spirit of encouragement should be in the organizational work
environment as it impacts it positively, also it influence the employee psychologically in a
positive way” (BD1).

7.1.2 Learning environment

A learning environment can exist inside or outside the classroom, which offers the opportunity
for improved workplace productivity. (Leslie et al., 1998) revealed that workplace learning
doesn’t occur alone, but can be a way of achieving organizational and individual goals (Leslie et
al., 1998), and that following a program that offers the appropriate tools and methods for
training, benefits both the organization and their employees. However this definition only
partially covers what is meant by the learning environment in the current study. The current
study proposes that the learning environment is a combination of coaching inside or outside the
company, sharing knowledge between employees and rotating employees between and within
departments for the sake of expanding their knowledge. The relationship between organizational
work environment and the learning environment was tested statistically at Company A via the

208
correlation technique. The result showed a moderate positive correlation of 0.657. This result
emphasized that learning environment, according to employee perceptions, is an important
component impacting the organizational work environment. This finding supported that learning
is considered to be a factor that creates a positive work environment.

Also, the learning environment was correlated to job satisfaction and to the innovative climate at
Company A, which verifies the proposed correlations between the study variables in model two.
The correlation between learning environment and job satisfaction showed a low positive
correlation of 0.412. It could be noticed that employee perceptions emphasized the relationship
between job satisfaction and the learning environment, verifying the proposed relationship in the
study model that learning environment and job satisfaction impact each other.

Examining the relationship between learning environment and innovative climate revealed a very
low correlation of 0.127. The results obtained from surveying the employees confirmed the
relationship between learning environment and innovative climate. The components of learning
environment according to this study are illustrated in figure 7.3.

Figure ‎7.4 Components of the learning environment

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Workplace Learning
Learning in the workplace can refer to a mixture of different types of learning which may or may
not be formally structured, “some of which take spontaneously through the social “interactions of
the workplace (Evans et al., 2006 p 7).
Accordingly, learning in the workplace refers to the informal learning opportunities that the
employee can benefit from. This study tests whether the culture and structure of each company
allowed them to share knowledge between employees. Accordingly, workplace learning is
identified in this study as the extent to which informal learning opportunities are implemented
and practiced by the culture and structure of the company. This finding appeared during the
semi-structured interviews at Company A. Two managers revealed that they were happy working
in the environment because of a well implemented atmosphere of sharing knowledge.
“One of the things that I enjoyed in this company is learning. Working at the
company is giving me personal chance to increase my knowledge. We have the
opportunity to learn from each other and share the learned knowledge. Being in
the telecommunication industry is fun is innovative because of the nature of the
industry” (AM4).
Also he explained that this atmosphere contributed to increasing the employee satisfaction level
at the company. This finding supported one of the proposed relationships in model two, which is
the concept that sharing knowledge between colleagues contributes to job satisfaction.
“The presence of sharing knowledge atmosphere at the company is enhancing
employee job satisfaction level at the company” (AM4)
Moreover, one of the managers at Company A encouraged sharing the learned knowledge
between team members and across departments.
“Teams should share knowledge across departments and between themselves to
enhance the work performance” (AM2).

People in team-based companies frequently complain that they have problems getting
information from other teams (McDermott, 1999). According to McDermott (1999 p 2) “They
find out too late or not at all about work done by people in their own discipline who are assigned
to other teams. They reinvent tools, analyses, or approaches developed by their peers on other

210
teams”. They waste time looking for information is known by one of their colleagues
(McDermott, 1999).

Workplaces provide many informal learning chances, which result from interactions in work
groups and from the structure of the company’s working environment (Evans et al., 2006).

Job Rotation
Job rotations are defined as “lateral transfers of employees between jobs in an organization.
Rotated employees usually do not remain on jobs permanently but also do not usually return to
former jobs” (Campion et al., 1994 p 1519).

According to Campion et al., (1994), job rotation creates two valuable effects. First, a worker
who rotates jobs builds up experience more quickly than a worker who does not rotate. Therefore
job rotation is revealed as an effective instrument for career development. Second, a worker who
rotates builds up experience in more fields than a worker who does not rotate. Thus, it is easier to
train a worker to become a generalist when frequently rotating him (Ortega, 2001). In both
companies some of the interviewed participants linked job rotation to the working environment,
and also to enhancing employee skills and experience. At Company A, one of the supervisors
mentioned that the company benefits when rotation is practiced. However three of the managers
at Company A were more specific about rotation and stated that rotation should be within the
employee area of experience (see section 5.1.5). However two of the supervisors had a
contradicting opinion about whether rotation had a direct relationship with organizational work
environment (see section 5.1). While at Company B, the directors highlighted the importance of
job rotation for the organizational work environment, especially for the telecommunication
sector where high skilled employees are required. Thus applying rotation strategy develops the
required skills and experience for employees to perform their work better.
The researcher felt that these directors at Company B indicated the importance of this issue
because firstly, one of the directors experienced job rotation in the environment of the company
and felt the positive impact of it on his own career path. Secondly, one of the directors
participated in the restructuring stage of the company where rotating employees was critical.
Thirdly, rotation is important to this sector as it aids in learning and gaining different skills from

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different departments, which is an essential element for the success of the company in such a
highly technological and competitive market.
Also at Company B, some of the directors linked rotating employees to enhancing job
satisfaction, supporting the relationship proposed in model two.
“Job satisfaction for them is linked to job rotation, what really they need and
they keep asking for is to do new things, so the challenge for the manager is to
manage to provide new things all the time, I mean new things, I don’t mean new
because they are new, things in order to enhance their skills”(BD9).

Job rotation helps employees to gain broader understanding of the business aspects (Eriksson and
Ortega, 2006). Moreover, job rotation has been used frequently to develop managers’ skills by
large firms, and these findings have been indicated by surveys (Philips, 1986).

Job rotation has essential implications for organizational learning (Ortega, 2001). Rotating
employees provides the required information about the quality of the match between many
different workers in different jobs (Jovanovic, 1979 cited in Ortega, 2001), while keeping
employees in the same job for a long time provides the company with more precise information
about the exact job match. In addition, the company might want to learn how different jobs are
profitable (Ortega, 2001).

According to the above, job rotation is considered as an important factor influencing both
organization and employee efficiency. On the employee level it enhances employees’ skills and
expands their knowledge by the exposure to new types of work. While on the company level it
facilitates employees’ job match, resulting in increased company efficiency.

Therefore, the researcher has incorporated the job rotation factor into the learning environment.
The reviewed literature supports the idea that job rotation is part of the learning process in any
working environment.

Training
Learning through the workplace refers to learning opportunities that are obtained because they
are part of the employment relationship (Evans et al., 2006), accessed by workers through their
relationship to the company. “Some employees, such as professional workers, may have an

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expectation of access to learning as part of their package of employment benefits or as a
condition of membership of a professional organization” (Evans et al., 2006 p 8). Other
employees may not have such opportunities (Evans et al., 2006).

“Learning for the workplace refers to learning opportunities that may be narrowly or broadly
defined. An example of the former would be job- related training, and an example of the latter
would be general education, which will be directly or indirectly related to the job” (Evans et al.,
2006 p 8).
According to this study training is defined as learning opportunities which are accessed because
they are part of the employment conditions, or provided for the sake of enhancing employee
skills to perform more efficiently at their assigned work.
At both companies, and at all levels of the interviewed participants, training was indicated as a
very important aspect in relation to the organizational work environment.
“Training is important in producing a positive work environment” (AS1).
However, at Company B specific requirements were indicated as necessary in order to get the
best from the training. Some of them emphasized that the selection criteria of a training program
should consider employees’ requirements, should improve employees’ skills and provide a
suitable time for employees to attend training sessions (see section 5.1.4).
Two of the directors stated that providing the proper training is one of the main concerns of
employees. The provided training should suit and match employee requirements, and develop
and enhance employee skills. Also, employees should have the time to accomplish the required
training program.
“Training is needed but the thing is having the time to accomplish it. And the
company should provide the proper training to the proper parties; effective
training depends on the type of training provided” (BD1).

Moreover, one stressed that it improves employee creativity within the organizational work
environment, supporting the idea of the model.
“Training is one of the learning and development tool for the employees, so yes it
impacts the innovation and the environment for the employees, yes” (BD6).

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Also one of the directors linked training to reducing routine at work. In this study, the
researcher merged routine and job content under the theme job design. Job design is a
component of job satisfaction.
“Training definitely, training is fundamental this is how you improve and also it
takes you out of your day to day job, think of other things, open your mind to
other areas so this is definitely critical and successful tool for learning” (BD9).
The correlation between job design and organizational work environment indicated a low
positive relationship, with a score of 0.403. This finding supported the proposal that job
satisfaction is linked to the learning environment. It could be noticed that training is an important
variable to be considered in this study, as the results indicated its effect on the organizational
work environment, job satisfaction and innovation in the company.

7.1.3 Organizational working structure

Organizational working structure incorporated different components which are: policy;

progression and monitoring plans; process; communication; supportive leadership; flexible
working hours; delegation; and transparency. Organizational working structure as a whole was
examined with all the study variables at Company A through conducting correlation tests.
Examining the correlation between organizational working structure and the support
environment showed a very low positive correlation, with a score of 0.264. Also examining the
relationship between organizational working structure and learning environment showed a very
low correlation, as the result was 0.148. However, a higher score was shown when testing the
relationship between organizational working structure and organizational working environment,
with a moderate positive correlation of 0.681. The results suggest that the organizational
working structure is part of the organizational work environment. Also it confirmed the
correlation between the other organizational work environment components, further supporting
model two.

Also the study investigated whether a relationship exists between organizational work
environment and job satisfaction, and the result showed a low positive correlation of 0.288.
Furthermore, organizational work environment was correlated to each component relevant to job

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satisfaction that are toward teamwork, culture, rewards and compensations, management style,
person fit and job design. All job satisfaction components indicated positive correlations at
different levels (see section 6.7.2); however, person fit was the only component showing a very
low negative correlation. These findings supported the proposed relationship between the
organizational work environment and job satisfaction in model two.
The relationship between organizational working structure and innovative climate showed a very
low positive correlation, with the result of 0.0129. This indicates that it has very little impact on
the innovative climate according to employee’s perceptions in the company.
In summary, organizational working structure showed the highest correlation with organizational
work environment. This indicates that it is recognized an important component of the
organizational work environment. Moreover, the correlation proved that both organizational
work structure and job satisfaction have an impact on each other.
The following sections will discuss each component in detail.

Policy
Katz (1964) stated that there are six motivational patterns in organizations. “These patterns are
conformity to legal norms and rule compliance, instrumental system rewards, instrumental
individual reward, intrinsic satisfaction from role performance, internalization of organizational
goals and values and involvement in primary-group relationships” (Katz, 1964 P 134). This
reflects that the company policy can impact motivation in any organization. Through the
qualitative data collection, the researcher sensed the importance of the appropriate
implementation of policies in both companies, and for this reason, it was examined in the current
study.

Once individuals enter a system, they know that membership means complying with its rules
(Katz, 1964). While compliance with rules leads to a consistent role performance, exercising
rules must comply with the following three conditions to maximize effectiveness (Katz, 1964):

1 – “The appropriateness of the symbols of authority and the relevance of rules to the social
system involved” (Katz, 1964 p 136).

2 – The transparency of rule structure and legal norms (Katz, 1964).

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3 – “The reinforcing character of sanctions” (Katz, 1964 p 136).

At Company A, the main concerns of few of the managers were minimizing restrictions, open
door policies, clear role and policies, treatment, and respect. These were indicated as factors
impacting the organizational work environment.
“Management policy impacts the work environment. For example when you can
talk to everybody comfortably without barriers this is a good thing that makes the
employee comfortable” (AM4).
In addition, one of the supervisors at the company suggested enhancing the company strategy
“A change needs to be done on our policies in order to enhance the positive work
environment” (AS3).
At Company B, some of the directors indicated that company policy needs improvement in
regards to the use of professional language, rules and regulations, and protecting employee rights
(see section 5.1.7).
“Policy in the company needs to be improved in terms of professional language
all the time, rules, regulations and strict law that protects employees, these
improvements will enhance the work environment in the company” (BD7).

Furthermore, one of the managers commented that annual increase and promotion policies are
not implemented clearly which annoys the employees (see section 5.2.2).

According to this study, organization policy is a clearly implemented system of rules, norms and
procedures communicated to the overall company goal. Such implementation improves the
organizational work environment.

Progression and monitoring plans

The information obtained through the performance appraisal system is widely used in most
companies. The use of this information increases the importance of the performance appraisal
system (Feild and Holley, 1982). For example “appraisal information has been used for making
organizational decisions in areas such as personnel layoffs, promotions, and transfers;
development and evaluation of training programs; wage and salary determination; and as criteria

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for selection procedure validation studies” (Feild and Holley, 1982 p 392). Performance
appraisals are most usually done to allow an employee to know the degree of match between his
performance and the supervisor’s expectations and to spot areas that require development or
training (Boice and Kleiner, 1997). Therefore it could be defined as the process which allows an
employee to know the degree of match between his performance and the overall company goals.
Also it provides the company with a rich resource of information about what needs to be done to
improve employee efficiency and the company itself.

Cummings, 1983 (cited in Mayer and Davis, 1999) investigated the impact that the performance
appraisal process can have on workers’ trust in the company. Further, he proposed that if the
results of appraisals were fed back to the appraised employer, trust will be enhanced.
“Employees have a legitimate need to know how their performance is viewed. At a basic level,
without adequate communication between the employee and the supervisor, undesirable work
habits may be formed or good work habits may be modified” (Boice and Kleiner, 1997 p 197).
Performance appraisal satisfaction has been ignored, and this kind of satisfaction should
positively influence the overall job satisfaction (Blau, 1999). This study proposes that a well
established performance appraisal system is an indicator of a positive work environment which
ultimately impacts employee satisfaction.

As highlighted above it is important to employ an appropriate performance appraisal system for

both the company and its employees. The appraisal accuracy affects employees’ reactions, and
ultimately impacts the company. Argyris, 1964 (cited in Mayer and Davis, 1999) stated that trust
for management is essential to productivity-related outcomes. During the semi-structured
interviews, one of the managers at Company A mentioned that it is important to inform the
employees about their future career, suggesting that workers will be more motivated to improve
their skills and prove themselves when they know their career path. In addition it enhances the
organizational work environment.
“Well, defining the employee career path is one of the major issues as well it
impacts the organizational work environment. Because if you are an employee,
and you know where you are standing five years from now, you will develop your

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 skills and experiences to prove yourself to be on that stage. Also it contributes to
a better work environment” (AM3).

Process
Process management “involves planning and administering the activities necessary to achieve a
high level of performance in key business processes, and identifying opportunities for improving
quality and operational performance, and ultimately customer satisfaction” (Evans and Lindsay,
2005 p 314). This definition is adopted in the current study.
Process orientation received significant attention from organization theory in the 1990s. The
main idea of process-based firm design is that organizing a company around core business
processes leads to improving quality and reducing cost (Vera and Kuntz, 2007). This indicates
the importance of testing whether an appropriate implementation of processes has been
established in each of the examined companies. Especially in the telecommunication industry,
where a high quality of service is required and cost reduction is important. Three of the directors
at Company B stated that implementing a smooth process contributes to improving the work
performance and the organizational work environment. In contrast, long processes at the
company are de-motivating.
“Processes are too long and sometimes it gets tiring, it’s un-motivating when you
have an idea and processing it takes too long. Long process de-motivate and
creates a negative work environment” (BD3).

The previous argument supports the idea presented in the model that a proper process
implementation is important to organizational work environment.

Communication
Cameron and McCollum, 1993 (cited in Jo and Shim, 2005) stated that workers prefer direct
interpersonal communication to mediated communication, especially when they require more
information about the ongoing subject of their company. Communication in this study refers to
effective internal and external communication, between all employees at all levels, that improves
work conditions and impacts the organizational work environment. This concept was highlighted

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by Company B, and was indicated as an important component of the organizational working
structure as it impacts the organizational work environment.
“One of the things that I enjoy least is the lack of communicating information
about the company to employees which impacts the organizational work
environment negatively” (BD7).

Supportive leadership
Burns, 1978 (cited in Jung and Avolio, 1999 P 208) described transactional leadership “as a
motivating followers primarily through contingent-reward-based exchanges” . A transactional
leader’s main concerns are setting goals, illustrating the relationship between performance and
rewards, and offering constructive feedback to keep employees on task (Bass, 1985).

In contrast, transformational leadership involves developing a closer relationship between

managers and their employees, “one based more on trust and commitment than on contractual
agreements. Transformational leaders help followers to see the importance of transcending their
own self-interest for the sake of the mission and vision of their group and/or organization” (Jung
and Avolio, 1999 p 209). Therefore leaders are presumed to have a positive impact on
employees’ level of motivation as well as assisting employees to achieve their goals by
enhancing their self belief and raising their self confidence (Gardner and Avolio, 1998).
One of the supervisors opinion at Company A stated that,
“Coincidence I joined the company at the same day my ex C.E.O joined it as well. I
remember that he was very energetic person, and he was pushing all employees within
the company in order to achieve our goals at that time to reach 1 million subscribers. So
while he was speaking I felt that every single person in the company was involved in this
target and this goal. Leadership attitudes improve the work environment” (AS1).

This argument indicated the importance of having a supportive leader who motivates employees
to work toward assigned goals and internally improves the organizational work environment.
According to the researcher observations during the semi-structured interviews, and through the
survey distribution stage at Company A, all of the employees (interviewed or surveyed) were
happy about the leadership style. This indicates that the top management maintains a friendly

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relationship. However, at Company B during the interview stage, the researcher observed that
not all employees are satisfied with their leadership style, indicating an unfriendly relationship.
The researcher justifies this observation due to Company B being previously government owned
and newly privatized, while Company A has always been a private company.

Flexible working hours

Different types of work scheduling are being studied to enhance the quality of working life and
worker productivity. Therefore flexible working hours have became increasingly popular (Pierce
and Newstrom, 1980).
Recently “strong interest in different work schedules has been evidenced by continued
experiments with compressing the work week into fewer hours and/or days, by innovations in
part-time employment, and by the introduction of various discretionary time systems” (Pierce
and Newstrom, 1980 p 117).
One of the most famous discretionary systems is the “flexible working-hour arrangement”
(Pierce and Newstrom, 1980 p 118). Two essential work schedules (i.e., flexitime and variable
working hours) help to describe flexible working hours. Flexitime, in its pure form, is a system
under which a worker works out a daily decision regarding the time of day to begin work (Pierce
and Newstrom, 1980). In some flexitime systems the employee is allowed to define the starting
and quitting time, as well as the timing and duration of break time (Pierce and Newstrom, 1980).
However some companies that adopt flexible working hours define a core time period during
which all workers are expected to work and then allow a time before and after this period to be
chosen (Orpen, 1981). At Company A, the company allows employees to have flexible starting
hours, which are from eight to nine in the morning. The HR supervisor was happy about this
policy, explaining that they have noticed improvements in organizational work environment.
“It’s healthy to have flexibility in the working hours, it affects the work
environment positively” (AS2).
This statement indicated that flexible working hours can lead to a positive organizational work
environment. One of the managers at Company A supported the previous discussion, and stated
that applying a flexible working hours system in the company motivates workers to work better
(see section 5.1.1).

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Workers working under a flexible time system will be more productive, and less absent (Orpen,
1981). This indicates that employees are happy with their working environment. Moreover,
Orpen (1981) indicated that a flexible working hours system will make employees more satisfied
and committed. Following from the previous discussion, flexible working hours is an important
factor for the company and also for employee efficiency. Furthermore, it impacts the work
environment, job satisfaction and the innovative climate of the organization.

Delegation and transparency

Extensive attention to psychological empowerment arose when global competition and change
resulted in workers needing initiative and innovation (Drucker, 1988). The attention to the term
empowerment has grown in the literature (Drucker, 1988). However a “lack of a theoretically
derived measures of psychological empowerment in a work context has deterred measure of
psychological empowerment” (Spreitzer, 1995 p 1443), and previous efforts have not been made
to measure psychological empowerment within a work context (Spreitzer, 1995). Empowering
employees is considered as an important issue in relation to this research as it is an indication of
a positive working environment impacting innovation in both companies.

All managerial levels at Company B and Company A asserted the importance of delegation in
relation to the organizational work environment.
“Delegated authority has a direct relation to producing positive work
environment” (AS2).

Moreover, as mentioned previously, delegation had a very low positive correlation with
innovative climate at Company A, while organizational working structure and organizational
working environment showed a positive moderate correlation. This indicated that delegation is
part of the organizational work environment and it impacts the innovative climate.
In the past, researchers focused their studies on empowering management practices, containing
the delegation of decision making from the upper management to the lower levels and raising
access to resources and information for employees at lower levels (Bowen and Lawler, 1992).
During the semi-structured interviews, three of the directors at Company B reported that
delegation depends on the availability of resources (see section, 5.1.6). Resources were described
by the presence of employee capabilities and skills that can handle the delegated issues. Also

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these directors at Company B and one supervisor at Company A believed that delegation should
be limited. However all managers at Company A (see section, 5.1.6) stressed that delegation
improved employee capabilities and skills. Several directors at Company B added that the
amount of authority given depends on the management style of the company. The relationship
between organizational working structure and management style at Company A was a very low
positive correlation.

Thomas and Velthouse, 1990 (cited in Spreitzer, 1995 p 1443) “argued that empowerment is
multifaceted and that its essence cannot be captures by a single concept”. Moreover, Thomas and
Thomas and Velthouse, 1990 (cited in Spreitzer, 1995 p 1443) defined empowerment more
broadly, as “increased intrinsic task motivation manifested in a set of four cognitions reflecting
an individual’s orientation to his or her work role: meaning, competence, self determination and
impact”. These four cognitions are described below:

Meaning : is the value of the purpose or goal of the work, judged in relation to a person’s own
ideal or standards (Thomas and Velthouse, 1990 cited in Spreitzer, 1995). It includes a fit
between the necessities of a work role and values, beliefs and behaviours (Brief and Nord, 1990
cited in Spreitzer, 1995).

Competence: or self-efficacy, is about the person’s belief in their ability to perform activities
(Gist, 1987). “Competence is analogous to agency beliefs, personal mastery, or effort-
performance expectancy” (Bandura, 1989 cited in Spreitzer, 1995 p 1443).

Self-determination: occurs when people have a sense of having choice in commencing and
regulating actions (Deci and Ryan, 1989). It reveals autonomy in the condition of work
behaviour and process (Spector, 1986).

Impact: is the extent to which a person can influence work strategies, administration or operating
outcomes at work (Ashforth, 1990 cited in Spreitzer, 1995).
One of the directors at Company B (see section 5.1.6) mentioned that delegation is a tool to
motivate employees to work better, especially when the budget of rewarding employees is
restricted for some reason. Furthermore, one of the directors at Company B mentioned that
delegation suggests to workers that they are trusted by the company. Also, the findings indicate

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that a successful manager is one who practices delegation. At Company B, one manager
differentiated between empowerment and delegation (see section 5.1.6), commenting that
empowerment is giving a limited authority. In addition, another manager at Company B
explained that the absence of delegation is time consuming.

Kanter, (1989 p 5) suggested that empowering requires the organization to “Make more
information more available to more people at more levels through more devices”. Moreover,
Kouzes and Ponser, 1987 (cited in Spreitzer, 1995), stated that with the unavailability of
information, people will not extend themselves to take responsibility or vent their innovative
energies. Therefore transparency is considered as an important factor for the organizational work
environment, creativity and it is considered to be a requirement for practicing the delegated
authority. Lawler, 1992 (cited in Spreitzer, 1995) suggested that there are two kinds of
information that are important for empowerment: information about the company mission; and
information about the organization performance. Employees will not be able to take initiative
until they are informed about where their organization is headed (Kanter, 1989). Transparency is
making information about the company clear, such as performance, goals, and mission being
available to all employees at all levels. According to this study, transparency could be described
as communicating clear information and reducing ambiguity for employees about the company,
and making this information available to all employees at all levels. Providing information about
the company mission and performance is critical, people need to have information about how
their work unit is performing to enable decision making and to sustain and improve performance
in the future. Moreover, it reinforces the sense of competence and the believe that a person is a
valued part of the company (Kanter, 1989). Accordingly, it should be noted that delegation is
linked to transparency. According to one director at Company B (see section 5.1.7), clear rules
are important to producing a positive organizational work environment. Also, one of the
managers at Company B stressed the importance of the term transparency in regards to the
influence on the organizational environment at the company.

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7.2 Job Satisfaction
Locker (1969 p 316) stated that job satisfaction is “the pleasurable emotional state resulting from
the appraisal of one’s job as achieving or facilitating the achievement of one’s job values”. While
“job dissatisfaction is the unpleasurable emotional state resulting from the appraisal of one’s job
as frustrating or blocking the attainment of one’s job values or as entailing disvalues” (Locker,
1969 p 316).
Job satisfaction components emerged from the semi-structured interviews at both companies
according to managers perceptions. The gained data revealed that rewards and compensations,
team work, culture, routine, job content, recruitment, and management style are major factors
impacting job satisfaction at both companies.
Job satisfaction was tested statistically through running correlation tests across all factors related
to job satisfaction according to the model for both companies. These correlations will be linked
to the interview findings in the upcoming sections.

Few studies have explored the relationship between worker job satisfaction and organizational
innovation (Shipton et al., 2006). Shipton, et al. (2006 P 408) argued that if a unit’s employees
share positive behaviours for their jobs they may also have “norms or cooperation and
collaboration, which in turn enhance the likelihood of innovation because resistance will be
relatively low”. Having shared positive behaviours may directly influence an organizational
climate, resulting in a situation in which innovation, creativity, a focus on improving the way of
working, support for new creative ideas, and the exploration for new services and products are
prized by all or most in the company (Ostroff and Bowen, 2000 cited in Shipton et al., 2006).

The correlation between job satisfaction as a whole and innovative climate were tested at both
companies. The correlation between job satisfaction and innovative climate at Company B
indicated a moderate positive result of 0.719, while at Company A, there was a low positive
correlation. Moreover, the correlation between job satisfaction sub-components and the
innovative climate were tested at both companies. These tested correlations helped in
understanding whether employees think that job satisfaction and the innovative climate are
linked to each other.

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 7.2.1 Rewards and compensations
Companies in today’s business environment focus on determining a reasonable balance between
worker commitment and performance of the company (Danish and Usman, 2010). As argued by
Danish and Usman (2010 p 159) “the reward and recognition programs serve as the most
contingent factor in keeping employees’ self esteem high and passionate”. Rewards and
compensations were seen as a concern by the majority of the directors at Company B and seen
by the managers at Company A as an important factor in relation to employee job satisfaction.
“I would say the rewarding policy will affect job satisfaction” (BD8).

The correlation between job satisfaction and rewards and compensations was examined at both
companies. Both companies showed high positive correlations, with the results being 0.832 and
0.868 for Company A and Company B respectively. These results indicate the importance of
rewards and compensations in relation to job satisfaction for both companies.

Several studies linked rewards and compensations to job satisfaction, stating that rewards and
compensations have a direct impact on employee satisfaction and behaviour. Flynn, 1998 (cited
in Danish and Usman, 2010) stressed that rewards and recognition programs maintain high
spirits among employees, enhance their morale, and form a link between their performance and
their motivation. Danish and Usman (2010 p 160) argued that the main idea of a recognition and
reward program is to identify “a system to pay and communicate it to the employees so that they
can link their reward to their performance which ultimately leads to employee’s job satisfaction”.
This statement supports the idea presented in the current study that satisfaction can be achieved
through the proper implementation of a rewards and compensation system, which is considered
as a motivating factor. Most motivation work behaviour theories states that rewards are a process
that sustain, energize and direct behaviour (Guzzo, 1979). Such theories argue that work
behaviour can be motivated by several types of rewards such as pay and promotion (Guzzo,
1979). Therefore rewards can be considered as a key driver for positive employee behaviour
toward their job.
According to Danish and Usman (2010), recognition is considered today as the highest
requirement for employee motivation, according to the majority of the experts, while a reward
that contains only monetary and compensative benefits cannot be the main motivator for an
employee motivation program.

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Companies with a high use of technology have been recognized as a model for “using rewards
and recognition to attract knowledge specialist, reduce high turnover and stimulate innovation
and productivity” (chen et al., 1999 P 47). A well established reward program reduces employee
turnover and attracts highly educated staff, resulting in improving organization performance.
Accordingly, focusing on the telecommunication industry which is recognized as a highly
technological company, a well established reward system is highly recommended for boosting
innovation, productivity and retention.

Geharat and Milkovich, 1993 (cited in chen et al., 1999 p 48) classified different rewards
programs “as practiced and researched on a number of dichotomous dimensions: intrinsic versus
extrinsic, individual versus system wide, monetary versus nonmonetary and fixed versus
variable”.
The difference between monetary and nonmonetary rewards is that monetary rewards are such as
a pay rise or stock options, thus those options that are related to cash values (Chen et al., 2004).
While nonmonetary rewards are related to things like “rewards and recognition for good
performance are symbolic rewards, satisfying socioemotional needs”. Even rewards such as
sporting or event tickets have certain monetary value (chen et al., 1999 p 49).
At both companies, and at most of the interviewed managerial levels, the non-monetary rewards
were indicated as an important factor in relation to job satisfaction.
“Thank you is as simple as that, simple statement but makes wonders and
increase satisfaction” (BD1).
Additional quotes and perspectives are shown in appendix I and appendix J.
Compensation has been defined for several years as the financial returns a firm offers to its
employees. According Cappelli and Rogvsky (1994) a few theories are stating a broader view by
defining compensation as a bundle of valued returns, which is offered to employee as an
exchange for their contributions (Cappelli and Rogovsky, 1994). Tekleab, Bartol et al. (2005)
conducted two related studies that examined the effect of satisfaction with pay. The first of these
studied involved a group of 228 managers, and they found that pay increases satisfaction.

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 7.2.2 Job design
In this study job content and routine were incorporated under the concept job design when
starting the correlation test. The relationship between job satisfaction and job design at Company
A showed a low positive correlation of 0.321. Conversely, Company B demonstrated a moderate
positive correlation of 0.735. Indicating that job design impacts the job satisfaction level at both
companies.
Also, the correlation between job design and the innovative climate was examined at both
companies. At Company A, there was a low positive correlation of 0.387. While at Company B,
there was a moderate positive correlation of 0.786. The results obtained from employee
perceptions confirmed the relationship proposed in model two, that job satisfaction components
and the innovative climate are related to each other.

Job content

Job descriptions are “documents containing job title, reporting relationships, summary of
responsibilities, job span (e.g.,budget, staff), primary accountabilities and responsibilities,
decision-making authority; and hiring requirements (e.g. knowledge, skills, abilities,
certifications, degrees)” (Stylbel, 2010 p 105).
One of the principles of human resource (HR) practice is that companies must carefully choose
new workers (Gilmore and Turner, 2010). Job descriptions have been used as a tool to match
characteristics of interviewees to the work culture of the company (Mader-Clark, 2008).
Therefore job descriptions help in specifying what the company expects and what type of
employee characteristics are required to be successful (Gilmore and Turner, 2010). This indicates
the importance of implementing a clear job description for both the company and its employees.
On the employee level, job descriptions provide a clear criteria about work related issues which
could enhance employee performance and satisfaction. As cited in Mader-Clark (2008), job
descriptions communicate employee expectations and allow the employee to know how to excel
in their work. Moreover, they enhance employee morale, measure future performance, and
improve communication between employees (Mader-Clark, 2008). This study asked the question
of whether employees have a clear job description or not. At both companies different findings
arose. Some indicated that the descriptions were clear and some indicated otherwise. During the
semi-structured interviews, the researcher observed that both companies are in a stage of

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updating job descriptions. Therefore some of the departments’ job descriptions were ready and
some were not. However, at Company B one of the directors indicated that a proper
implementation of job descriptions would enhance job satisfaction.
“The company has enhanced job satisfaction by working on job design and job
description” (BD5).

More discussion about job description from the managers’ perspectives is shown in section 5.2.3,
and in appendix I and appendix J.

Routine
Job design theories and research in psychology and the organizational sciences have
concentrated mostly on job enrichment and enlargement (Campion, 1988), or on job
characteristics, such as the amount of variety, responsibility, and interpersonal relations provided
by a job, and how these appear to be related to employee attitudes and behaviour (Hackman and
Lawler, 1971). This structure focuses on those features of jobs that improve “psychological
meaning and motivational potential, such as variety, autonomy, and task significance” (Campion,
1988 p 467). According to this study, job design was identified as the variety of tasks assigned to
each employee. Job routine occurs when tasks are limited and repeated. This study proposes that
job routine impacts job satisfaction. “Changes in job characteristics introduced by behavioural
scientists are intended to affect the work content and the relationships of employees to their jobs
and to each other” (Denise, 1977 P 18).
“The literature on job attitudes and task design was dominated by the need-satisfaction paradigm,
a model which asserts that people have needs, jobs have characteristics, and job attitudes (and
motivation, in some versions) result from their conjunction” (Salancik and Pfeffer, 1978 p 224).
According to the need-satisfaction paradigm, job design is concerned with increasing satisfaction
and performance by motivating employees.
Many scholars argued the importance of redesigning a job; however, they emphasized
recognizing the role of each division to come up with appropriate changing strategies.
At Company B, three of the directors saw routine as killing creativity and negatively impacting
satisfaction.
“Employees are looking for a challenging job, to experience new projects, to work
with vendors and external parties this contributes to job satisfaction” (AM7)

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 “I think that from my past experience I just noticed that the first thing is that
routine kills everything and as a most it kills creativity, and impacts the
satisfaction” (BD1).

7.2.3 Teamwork
Teamwork became a main issue for many companies, and “self-managing” (p.29) teams are
frequently observed as the aim of teamwork development programs (Levi and Slem, 1995).
Professionals are facing pressure to perform their assigned tasks with “fewer employees, at faster
speeds and with more quality and customer responsiveness creates the need for team work” (Levi
and Slem, 1995 p 29). Therefore, it is important to develop employee skills that enable them to
work as a team through certain programs, especially when the company policy focuses on
employing fewer employees and performing tasks at a high level of quality.
It is important to understand some of the distinctions among teams as they come in a variety of
types (Levi and Slem, 1995). One of the most basic differences is between a “work group and a
fully functioning team” (Levi and Slem, 1995 p 30). A work group includes a set of individuals
who work together to accomplish some task. “In a work group, the members share a common
goal and are coordinated by a leader, but their performance is a function of individual effort
which is evaluated by individual performance evaluations” (Levi and Slem, 1995 p 30). In
contrast, "a team is a small number of people with complementary skills who are committed to a
common purpose, set of performance goals, and approach for which they hold themselves
mutually accountable" (Katzenbach and Smith, 1993 p 112). This study focuses on the term
teamwork, and not the work group term. Therefore the current study will use the Katzenbach and
Smith (1993) definition.
Teams need qualified people who have the important technical and social skills to be able to
operate in a team. Therefore, the human resource selection of employees is an important factor.
In some cases, the need of technical and social skills can be taught. Training contains both
interpersonal or team skills, and technical skills for teams that need cross-training to function
(Levi and Slem, 1995). The correlation between teamwork and training was tested at both
companies. For example at Company A, the result indicated a very low positive correlation of
0.195.

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In addition, developing rewards for the successful team will increase the commitment to the team
and provide feedback to the team on their performance (O'Dell, 1989 cited in Levi and Slem,
1995). The current study examined the correlation between teamwork and rewards and
compensation at both companies. The results indicated the presence of a correlation between
both variables. For example, at Company A the result was a low positive correlation of 0.476.
This result indicates that both variables can be part of the job satisfaction factor.
In this study, the researcher tried to determine whether the company is supporting the use of
teamwork. For example providing the appropriate training, or rewarding good teamwork.
Team relations and internal relationships must be managed by the team effectively (Levi and
Slem, 1995). A managed relationship between workers contributes to successful teamwork.
Moreover, workers will enjoy the work more, which contributes to job satisfaction. In this study,
support environment was examined with teamwork at Company A through a correlation test that
indicated a low positive correlation of 0.420. Again, this finding supports the answer of RQ4.

At both companies managers stated that teamwork spirit impacts job satisfaction in the company.
For example, at Company B one of the directors mentioned that,
“When employees are successful working together within a team; job
satisfaction increases” (BD3).
Employee’s perceptions reflected the existence of a relationship between teamwork and job
satisfaction. Additional support was found in the literature, which showed that teamwork
influences job satisfaction (Sarwat et al., 2011).
A correlation test was conducted to understand employee perceptions regarding the relationship
between teamwork and innovative climate. The result indicated a low positive correlation of
0.322 at Company B, while at Company A, it showed a very low positive correlation of 0.291.

7.2.4 Person fit

This study included recruitment and headcount under the concept of person fit when conducting
the statistical analysis. The relationship between job satisfaction and person fit at Company A
indicated a very low negative correlation of -0.225. Conversely, at Company B there was a low
positive correlation of 0.511. The statistical analysis proved that person fit contributes to job
satisfaction.

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Moreover, when examining person fit with innovative climate at Company B, there was a result
of 0.691, indicating a moderate positive correlation. However at Company A, innovative climate
with person fit showed a low negative correlation of -0.422. These results indicated that person
fit impacts the innovative climate in the company.

Staffing positions in firms represent one of the important human resource management practices
(Judge and Ferris, 1992). Hiring a new employee from outside the company, as well as moving
employees to another position internally through a promotion decision can assist with person fit.
For example, “who is moved out of organizations, ideally reflect job-relevant decisions and the
maximizing of critical knowledge, skills and abilities which contribute to an organization’s
overall effectiveness and its competitive advantage” (Judge and Ferris, 1992 p 47). The current
study noticed the great impact of the recruitment process and the ability to match skills and
experiences to position. This statement was indicated by two directors and two managers from
Company B (see section 5.2). As mentioned previously, person fit has a great impact on
company success and development. Recruitment is of a great concern, especially when applied to
this study on the telecommunication sector, as this sector depends highly on the workers’ skills
and abilities.
In recent years, management researchers have expressed growing concern with the concept of
person–environment (P-E) fit, because of its benefits and impacts on worker attitudes and
behaviours (Lauver and Kristof-Brown, 2001). Job satisfaction, employee work involvement,
career success, employee retention, and organizational commitment are factors that have been
positively related to P-E fit (Bretz and Judge, 1994).
Researchers have distinguished between specific kinds of fit included under the concept of P-E
fit (Bretz and Judge, 1994). These include a person’s compatibility with their vocation (P-V),
their organization (P-O), their job (P-J), and their co-workers or work group (P-G) (Judge and
Ferris, 1992).
The current study examines the P-J fit and the P-O fit for their relevance to the study. P-J fit is
defined as the match between the abilities of an individual and the requirements of a job, or the
desires of an individual and what is gained from a job (Edwards, 1991 cited in Lauver and
Kristof-Brown, 2001). In contrast, P-O fit is “the compatibility between people and organizations

231
that occurs when at least one entity provides what the other needs, they share similar
fundamental characteristics, or both” (Kristof, 1996 p 4-5).
According to Lauver and Kristof-Brown (2001), P-O fit is about the match between employees
and organizations goals, values and mission, whereas P-J is employees’ compatibility with a
specific job.
At Company B the concept of matching employee skills with their position was discussed by
some managers. As they indicated that it contributes to the overall satisfaction.
“Job satisfaction is about matching employees skills to positions. Also providing
a proper compensation packages that suites employee’s capability” (BM1).
The appropriate number of employees employed at each company was argued as an important
factor impacting job satisfaction in both companies. One of the managers at Company A stated
that the number of employees is very important. When the employment is low, workload will
increase, causing frustration and dissatisfaction among employees.
“Increasing the resourcing is critical component of job satisfaction” (AM1).
This suggests that person fit is considered to be an important factor that impacts employee
satisfaction.

7.2.5 Culture
A persistent theme in research of international business is the idea that misunderstandings and
problems occur as a result of cultural differences when negotiating and managing conflict
(Maddox, 1993; Hofstede, 1980 cited in Morris et al., 1998).

As cited in Morris et al. (1998 p 729) “Cultures have different signalling languages, negotiators
faced with a counterpart from another culture can easily misread a signal or transmit an
unintended message”.
Usually in Jordan, the working environment contains workers which are mostly from the same
culture. However, the researcher noticed that in Company B, there are some Western people
working as a result of the joint venture, which happened with an international company. Also, at
Company A, during the data collection stage the researcher observed that there are some foreign
trainees who come from a different background. Thus, one of the directors at Company B
mentioned that being from one culture facilitates the work.

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 “I think the social environment plays a major role, I'm not generalizing, but in
Jordan in particular the social environment plays a major role, because you come
from the same community, where everyone knows everyone, and this facilitates
your work within the environment”(BD5).
The correlations between culture and innovative climate, and job satisfaction and culture were
examined. The correlations were 0.068 and 0.495 respectively at Company A. While at
Company B, the result for job satisfaction and culture was 0.438, and 0.198 for culture and
innovative climate. These results indicate that culture contributes to job satisfaction, confirming
it to be part of the job satisfaction factor in the model. Also, examining the relationship between
culture and innovative climate at both companies provided an insight into the relationship
between job satisfaction components and the innovative climate.

7.2.6 Management style

Management style was considered by one supervisor at Company A, and some of the directors
and both managers at Company B as an important factor impacting job satisfaction.
“Management style has a significant impact on job satisfaction” (BM2)
More data is provided in chapter 6, where the correlation between management style and job
satisfaction was tested. A result of 0.322 was found at Company A, suggesting a positive low
correlation; however, at Company B there was a moderate positive correlation of 0.757. The data
obtained via the interviews and the statistical analysis aided in verifying that management style
impacts employee satisfaction level

7.2.7 Common shared factors between organizational work

environment and job satisfaction
The data obtained from the survey analysis supports the relationship between the organizational
work environment and job satisfaction.
The relationship between job satisfaction and organizational work environment was statistically
examined through running a correlation tests at Company A. The result indicated that the
relationship was moderate positive correlation of 0.600.
During the semi-structured interviews, common factors occurred between job satisfaction and the
organizational work environment. These common factors were organized both under study key-

233
themes (job satisfaction and organizational work environment according to the literature
support), and under the researcher perceptions.
Looking at these commonalities confirms the correlation between job satisfaction and the
organizational work environment. These commonalities are illustrated in Table 7.2.

Table ‎7.2 Commonalities between organizational work environment and job satisfaction

Organizational work environment Job satisfaction

Company A / Company B Company A/ Company B
 Rewards and compensations/ Monetary  Rewards and compensations/ Monetary
and non-monetary rewards and non-monetary rewards
 Job content  Job content
 Teamwork  Teamwork
 Routine  Routine
 Physical work environment  Physical work environment
 Training  Training
 Rotation  Rotation
 Delegation  Delegation
 Progression and monitoring plans  Progression and monitoring plans
 Satisfaction  Work environment
 Support environment

7.3 The relationship between innovative climate,

organizational work environment and job satisfaction

One of the main research questions of this study was to find out whether a relationship exists
between organizational work environment, job satisfaction and innovative climate.

During the semi-structured interviews, managers were asked in both companies if they believe
whether such a relationship exists. All of them asserted that innovative climate is an outcome of
a positive relationship between organizational work environment and job satisfaction (see
chapter 5). Also a regression analysis was done to examine this relation at Company A, which
further supported that a relationship exists, as the result was 0.202.

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7.4 Innovative climate
The importance of innovation is recognized as a necessary ingredient for the long-term survival
of organizations, especially if they wish to remain competitive (Roberts, 1998). Innovation
“provokes continuing interest among social scientists and practitioners alike” (Scott and Bruce,
1994 p 580).

As the foundation of innovation is ideas, and it is individuals who “develop, carry, react to, and
modify ideas" (Van de Ven, 1986 p 580), studying what motivates employees to innovate is
considered to be an important issue (Scott and Bruce, 1994). West and Farr,1990 (cited in Scott
and Bruce, 1994) noted that there has been limited interest paid to innovation at the person and
group levels. This study highlighted issues related to creating an innovative climate that supports
and enhances employee attitudes toward innovation.
According to Hummin (2001), innovation can be defined in different ways, depending on the
topic of the study; however, the general definition of innovation would be any new idea
perceived by a person or a system. Hummin (2001) also defined innovation as a tool for
improving agency performance, based on a selection of cases submitted by the services staff as
their most innovative programs. Organizational climate for innovation can be defined as the
degree to which the values and norms of a company focus on innovation (West and Wallace,
1991; West and Anderson, 1996).
According to this study, innovative climate is described as the organizational climate which
provides the appropriate conditions for employees to innovate, these conditions being providing
a positive work environment and reaching employee satisfaction. It could be suggested that
innovation covers the entire range of activities involved with providing satisfactory return to the
business and providing value to the customer. Despite an increasing interest among practitioners
and the growing innovation literature, there is still a lack of cross-national research on the
formulation of innovative climate.

In this study, managers at both companies were asked during the semi-structured interviews what
factors they believed contribute to fostering innovation. The answers revealed different factors,
which are illustrated in Table 7.3 below. These factors were used to modify model number two
and come up with the final model, which is the innovative climate model. Some of these factors
were examined statistically with the innovative climate, through conducting correlation analysis
235
at both companies (see sections 6.7.4 and 6.8.2), as they appeared as factors impacting job
satisfaction and the organizational work environment. However, only two were not statistically
examined, which were competition and personal behaviour. The results from the semi-structured
interviews contributed to understanding managers’ perceptions regarding components that
contribute to the innovative climate at both companies.

Table ‎7.3 Factors influencing innovative climate at the participating companies

Company A Company B
Managers Directors
 Rewards and compensations  Support environment
 Teamwork  Rewards and compensations
 Fair work distribution  Management style
 competition  Training
 Learning  Physical work environment
 Management style  Team work
 Training
 Personal behaviour
 Job design
Supervisors Managers
 rewards and compensations
 Training and learning  training
 Rewards
 Management style

7.5 Theoretical contribution

This research contributes to the body of knowledge by developing the innovative climate model
that illustrates factors relevant to creating an innovative climate in an organization. This study is
arguably the first of its kind investigating such factors related to creating innovative climate in
the telecommunication sector in Jordan. The presence of an innovative climate was proposed to
be the result of a positive relationship between the organizational work environment and job
satisfaction. The study established model one from three motivation theories [ Herzberg’s
motivation-hygiene theory (Ramlall, 2004), equity theory (Ramlall, 2004) and goal-setting
theory (Francesco and Gold, 2005) ] in the literature, which had three main components
emerged:
 Organizational work environment: combing two factors which were learning
environment and support environment.

236
  Job satisfaction: combining four factors which were job content, career development,
salary, and work hours.
 Innovative climate.
This literature lead to model 1, p7-8. Interview questions were then designed on model one and
the results gained from the semi-structured interviews aided in developing model two. The
development of model two was based on the findings from managers’ perceptions in regards to
what factors contribute to creating a positive work environment and satisfying employees. Model
two contains variables dealing with:
1- Organizational work environment, consisting of the following three main components:
 Support environment: the support environment had two main factors which are:
o Physical work environment, and
o Psychological work environment, which had an additional two components:
 communication, and
 encouragement.
 Learning environment, [expanded component] which consisted of three main factors:
o Learning
o Training, and
o Rotation.
 Organizational working structure [ an additional component]
o Policy
o Progression and monitoring plans [moved from job satisfaction]
o Process
o Communication
o Supportive leadership
o Flexible working hours [moved from job satisfaction]
o Transparency, and
o Delegation

2- Job satisfaction, which contained:

 Rewards and compensations [ previously salary]
 Culture [ new factor]

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  Routine [ new factor]
 Job content
 Recruitment [ new factor]
 Management style [ new factor]
 Head counts, and [ new factor]
 Teamwork. [ new factor]
The innovative climate model was developed through comparing results obtained from
managers perceptions of factors contributes to fostering innovation with model two ( see section
7.4).
This study has contributed to knowledge, in its process of reflecting managers perceptions on
what factors impact the innovative climate in the company. The reported findings from
examining the relationships in model two supported the literature. For example the study
reported that a positive relationship between work environment and innovative climate exists.
This result is reinforced in the literature. Amabile, Conti et al. (1996 ) stated that managers at
all levels who aim to foster innovation within their company can do so, not only by paying
attention to what sort of employee they hire but also to the environment they create for this
potentially creative individuals. Also Shalley, Gilson et al. (2000) tested the degree to which
work environment are structured to complement the creative requirements of the work. The
analysis “indicated that proximal job characteristics were more strongly related with and
perceptual measure of job-required creativity than were distal organizational characteristics”
(Shalley, Gilson et al. 2000 p 215). Moreover, higher job satisfaction and lower intentions to
leave were found for employees whose work environments complemented the creative
requirements of their work. This result confirms that job satisfaction is impacted positively by
the work environment supporting the result obtained in the current study (Shalley, Gilson et al.
2000). Moreover the relationship between aggregate job satisfaction and organizational
innovation was tested “The results revealed that aggregate job satisfaction was a significant
predictor of subsequent organizational innovation, even after controlling for prior organizational
innovation and profitability” (Shipton, West et al. 2006 p 404). Insuring that, job satisfaction
impacts innovation at the two examined companies. More studies were addressed to prove the
proposed relationships in model one (see section 2.4.5).

238
Results of this study suggest that the positive relationship between work environment and job
satisfaction improves the innovative climate in the company context. It is assumed that this
relationship has not been addressed before in the literature, especially in the context of the
telecommunication sector in Jordan.
Personal behaviour was addressed as independent variable impacts innovative climate in the
company. Although, the relationship was not tested in the current research, the literature
confirmed this finding for example “According to conventional wisdom, creativity is something
done by creative people” (Amabile, Conti et al. 1996 p 1).

The literature and the foundation theories of the study, Herzberg’s motivation-hygiene theory
(Ramlall, 2004), equity theory (Ramlall, 2004) and goal-setting theory (Francesco and Gold,
2005) (see section 2.4) provided the framework towards a better interpretation of the research
findings. The findings of this study are consistent with the implications of the consolidation of
the above three theories. Any one of the three theories taken individually could not identify all
the relevant factors that has been identified as impacting an innovative climate.

This research provided an opportunity to update the organisational characteristics in relation to

enhancing the job satisfaction and the work environment in both companies. For instance the
study combined several factors found to be key component of creating a positive work
environment, job satisfaction and innovative climate. These factors were also supported by the
literature review in previous studies (see section 2.1.14, 2.2.6, 2.3.4).
In addition to the above theoretical contributions, this study contributes to methodology by
applying mixed method approach that allowed integration of qualitative and quantitative views
from the early stage till the end. For example, the survey format was partially based on findings
obtained from the interview results, and the research findings were interpreted by drawing on
data from both the interview data and survey questionnaire.

239
7.6 Final study model
As shown in Table 7.3, the researcher was able to identify important factors that contribute to the
innovative climate. As shown below in Figure 7.4, innovative climate is impacted by three main
factors which are: personal behaviour; job satisfaction; and organizational work environment.
However, job satisfaction also contains rewards and compensations, teamwork, job design,
management style and fair work distribution. Additionally, organizational work environment
contained two main components, which each had sub-components. These were as shown below:
 Learning environment, which contained learning and training, and
 Support environment, which contained physical work environment and psychological
work environment (which in turn contained competition).
A summary is provided to show what is meant by each variable from all managerial views at
both companies as shown in the paragraphs below.

Personal behaviour
This term emerged in section 5.3.1, at Company A, and explained that innovation is a personal
behaviour, which means that whether an employee is innovative or not depends on the individual
behaviour of that employee. This emphasized that no one can push or teach employees to be
creative. Employees should have the capabilities, skills, and willingness to innovate.

Job satisfaction
Summarizing all managerial levels’ perspectives regarding factors related to job satisfaction and
impacting the innovative climate at both companies, results in the following list of factors:
 Rewards and compensations: provides monetary and non-monetary rewards and salary.
 Teamwork: enhances employee’s creativity and improves work performance.
 Management style: empowers employees.
 Job design: provides clear ideas about work responsibilities, and clear action plans and
structure.
 Fair work distribution: ensures fair work load distribution.

Organizational work environment

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This section concludes what was meant by each of the emerging components of the
organizational work environment that contribute to the innovative climate.
 Learning environment contained:
- Learning: learning inside the company through exposing
employees to new projects.
- Training: investing in employees and training them impacts
innovation at the company.
 Support environment contained:
- Physical work environment: providing the appropriate
surroundings.
- Psychological work environment (containing competition):
Providing a competing environment that encourages employees to
innovate.

241
Figure ‎7.5 Factors influencing innovative climate

7.7 Implication of findings for practices

There are two key outcomes of this research. First, to identify and gain further insight
into, the impact of job satisfaction and positive work environment on creating an
innovative climate at two companies in the telecommunication industry in
Amman/Jordan. Second, to develop a model from a comparison conducted between
managers perspectives from both companies on what components of job satisfaction and
organizational work environment contribute to an innovative climate. The following
implications for industry and in particular managerial are indicated by this study:

 Insight is given into the consequences of implementing an innovative climate through

creating a positive work environment and job satisfaction through examples from both
companies in the telecommunication industry.

 Also insight has produced an innovative climate model that will assist other companies in
the industry or companies that intend to implement an innovative climate through raising
satisfaction and developing positive work environment.

 It will help companies by identifying which factors contribute to employee satisfaction

and organizational work environment, and this should be implemented.
In order to enhance the innovative climate in the organization; management should also
adopt the following communications and employment strategies.

 Deploy a strategy that fosters innovation by developing a shared vision in regard to

continual improvement and learning. Involvement of people of all levels in creating such
a vision, will significantly improve the buy in and form a strong base for long term
innovative goals and initiatives, that can be cascaded down to units, teams, and

242
 individuals. This strategy can be elevated by adopting supportive values such as
transparency, people involvement, and learning.

 Support people with the needed resources to smooth the learning and innovation
process; infrastructure, human resources, technology, funding learning and training
initiatives. Such resources should fulfill not only the current needs, but also the future
innovative goals.

 Implement Human Resource policies that support innovation culture among

organization’s people; such as team work, knowledge share, communication, and
delegation of authority. Such policies when well implemented can stimulate the
individual and team energy towards innovation.

 Adopt recognition and rewarding schemes that recognize‎ and‎ celebrate‎ individual’s‎
and‎ team’s‎ contributions. Team recognition can significantly influence the
organization’s culture transforming it into a team focused culture, which utilizes the
variety of personal attributes and behaviors in a systematic innovative frame. Progression
planning should also be linked to the rewarding scheme.

 Implement innovative changes to job design and work environment; flexi working
hours and job rotation could minimize routine, improve learning, enhance work
relationships, and improve morale towards innovation. Less hierarchical communication
is also recommended to facilitate and empower knowledge sharing and the exchange of
ideas.

 Encourage leadership style that role model learning and innovation; managers’
leadership behaviors should always be monitored and reviewed in light of their impact on
the organizational culture. Training for managers and leaders can significantly improve
the overall innovation climate.

 Establish measures to evaluate the success of the implemented approaches to

positively influence the innovation plans and initiatives. Measures could reflect the
strengths and weaknesses of the adopted practices and highlight the areas where

243
 improvements are required. Example of such measures are: People satisfaction, people
involvement in teams and suggestion schemes, turnover, return on investment (ROI) and
effectiveness of training programs. Strategies and processes should be continually
reviewed and amended to achieve better results.

If implemented the above actions will lead to the following outcomes, not only for the
companies concerned but also for the wider economy.

 Enhancing not only the company performance and satisfy the employees, but will also
increase customer satisfaction, as they will receive better service.

 The development of the country’s economy, which would result if a positive outcome
occurs from implementing the study model. Especially when considering that the
telecommunication industry plays a major role in Jordan’s economy.

7.8 Limitations
The delimitations of the study were described in detail in section 1.7. Criticism of comparative
case study based research is acknowledged, including that the researcher’s own bias and
interpretative frames may have impacted the direction and analysis of the findings of the
research.

The study was performed on two selected companies from the telecommunication industry in
Jordan/Amman, and the model was developed through a comparative case study approach as
mentioned previously. Therefore the ability to generalize the findings on to other companies or
to other sectors in the country is somewhat difficult, as the findings reflect the specific
employee’s opinions in the examined companies only.

Due to the sensitive information provided to the researcher, the companies were identified as
Company A and B. This was a requirement from both companies to ensure confidentiality.

244
7.9 Areas of future research
Areas for future research implied by this study fall in three areas:
1- Validation of the proposed model.
2- Expansion of the model
3- Extension of the model.
Validation
 To test the final model, this included two new variables from the examined companies
that were not examined. The reapplication of the model on both companies will provide
further evidence of the stability of the model, in defining the major components of the
innovative climate in this industry.
 To assess the usefulness of the final study model on the company performance, customer
satisfaction. Future studies can look for relationships between the model and variables of
organizational performance such as profitability, return on investment. Similarly studies
can be conducted to look for relationships between the model and the variable of
customer satisfaction.
Extension
 To extend the model to other industries, for example the manufacturing industry, or the
electricity industry. Industries are under the pressure to deliver cost effective and efficient
products. Innovative climate is required for such delivery. The model can be very
relevant to guide such industries about factors facilitating the innovative climate.
 To extend the model to the other companies in the telecommunication industry, which
were not tested in the study. The extension could be done on two levels, the first one on
the other Jordanian telecommunication companies to get generalise view of the industry.
The second one can be applied on the telecommunication industry in other countries, to
learn about other possible variables that can impact the innovative climate.
Expansion
 The model has presented findings in the new area of learning environment, organizational
working structure, Support environment, job satisfaction and personal behaviour. Further
work should be undertaken to determine if the factors presented represent an exhaustive
list of the dimensions of these areas.
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7.10 Conclusion
This chapter has highlighted the overall findings of the research conducted. The overarching aim
of this study was to explore whether innovative climate is an outcome of a positive relationship
between the organizational work environment and job satisfaction in the telecommunication
industry in Jordan.
This included discussing the study model variables according to the literature review, manager’s
perceptions, and results gained from the statistical analysis of the survey. This process aided in
answering the research questions of the study and the development of the final study model.
Finally, the implications of the research outcomes were discussed, and potential areas for future
research were identified.

246
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259
 Appendix A - Interview Question Structure
What is your perception about a positive work environment?
What do
managers How would you describe your work environment
perceive to be
What components are critical to producing a positive work environment?
the key
Please indicate if any of the following are critical:
components of
a. Teamwork?
a positive work
b. Job Rotation?
environment
c. Training?
d. Delegated Authority?
e. Rewards/ Compensation? – monetary or non-monetary?
f. Support environment
Are any of these measures used?
From your experience, can you provide examples of a positive work atmosphere?
From your experience, can you provide examples a negative work atmosphere?
What have you enjoyed most about working in your department/ this organization?
What have you enjoyed least about working in your department/ this organization?

How do you define job satisfaction?

What do
managers What current/ past job characteristics are important for you/ your employees’ job satisfaction? Has this
perceive to be changed over time?
the key
Could you provide examples of what your organization/ department does to enhance job satisfaction
components of
(motivate your employees)?
job satisfaction
Does your organization measure job satisfaction? – How?
What does your organization provide to its employees in terms of benefits? (All employee benefits/
benefits based on seniority)
How does your organization/ this department compensate (monetary and non monetary) its employees
at all levels?
Could you have a look at this model (show exploratory model) and comment whether any additional
variables would be worthwhile to be examined?
Do you have a clear job description? Do all employees in the organization have clear job descriptions?
Do all employees in your organization have clear progression, monitoring plans?
What do you understand by the term “innovative climate”?
What do
mangers How do you foster innovation and innovative growth within your department / this organization?
perceive to be
the key How do you measure innovative output? Do employees get rewarded for innovative efforts? Can you
components of provide some examples?
an innovative
climate? What kind of “innovative output” was produced by your department/ this organization recently? Can
you provide examples?

Who is involved in the innovative “think tank”? (where decisions/ brainstorm activities are performed)

Do you believe that job satisfaction and a positive work environment lead to increased innovative
climate?

260
Appendix B - Ethics Approval Notification
From: Kay Buckley
Sent: Tuesday, 28 September 2010 3:22 PM
To: Terry Sloan
Subject: HREC Notification of Approval H8493

Notification of Approval
29 September 2010
Email on behalf of the UWS Human Research Ethics Committee
Dear Terry
I'm writing to advise you that the Human Research Ethics Committee has agreed to approve the
project.
Title: The Impact of Employee Perceptions of Organisational Work Environment and Job
Satisfaction on Innovation Climate

H8493 Student: Rawan Abukhait (Supervisor: Associate Professor Terrence Sloan)

The Protocol Number for this project is H8493. Please ensure that this number is quoted in all
relevant correspondence Please note the following:
1) The approval will expire on 30/6/2013. If you require an extension of approval beyond this
period, please ensure that you notify the Human Ethics Officer [email protected] prior to
this date.
2) Please ensure that you notify the Human Ethics Officer of any future change to the research
methodology, recruitment procedure, set of participants or research team.
3) If anything unexpected should occur while carrying out the research, please submit an
Adverse Event Form to the Human Ethics Officer. This can be found at
http://www.uws.edu.au/research/researchers/ethics/human_ethics/human_ethics_adverse_eventend_of_pr
oject_report
4) Once the project has been completed, a report on its ethical aspects must be submitted to
the Human Ethics Officer. This can also be found at
http://www.uws.edu.au/research/researchers/ethics/human_ethics/human_ethics_adverse_eventend_of_pr
oject_report
Finally, please contact the Human Ethics Officer, Kay Buckley on (02) 4736 0883 or at
[email protected] if you require any further information.
The Committee wishes you well with your research.
Yours sincerely
Associate Professor Janette Perz
Chair, UWS Human Research Ethics Committee

Kay Buckley
Human Ethics Officer
University of Western Sydney
Locked Bag 1797, Penrith Sth DC NSW 1797
Tel: 02 47 360 883
http://www.uws.edu.au/research/ors/ethics/human_ethics

261
Appendix C - Confidential agreement form

Confidential agreement

Dear Sir/Madam,
This agreement is made to assure that any information provided by the researcher to
the transcriber has to remain confidential. Thus the transcriber must mind that any
information heard/transcribed will not be used for another purpose or cycled for others.

Researcher name:……………………………………………….
Researcher signature: …………………………………………..

Transcriber name:………………………………………………
Transcriber signature:…………………………………………..

262
 Appendix D - Example of thematic analysis and survey
mapping table

Thematic analysis
The table below provides an overview of the tables were designed to analyze the
interviewee responses and to come up with identified Key-themes, themes and sub-
themes.

Job satisfaction

Directors level:
Director: BD7
Director Code Code Quotes
MAH Job satisfaction “Job satisfaction includes job design,
Autonomy the way you treat your
employees”

Identified themes

1-Jo satisfaction includes:

1- Autonomy
2- Job design
3-Salary and position
Critical
4-Rewards and compensation
components of
5-Physical work environment
job satisfaction
6-Title “Culture”
from director
7-Appraisal
8-Benefits view
9-Fairness
10- Progression and monitoring plans

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 Survey mapping table
The table below allowed the researcher to relate each survey question to each theme,
sub-theme and sub-theme components in the study

Author Question Survey Theme Research Variable

Q/N Question
Scot Personnel shortages inhibit 52 Job head counts
innovation within the company. Satisfaction RQ2
Spector People are promoted as fast here 19 Organizational progression and
as they do in other companies. Work monitoring plans
environment RQ1
Levi My team's work is evaluated by 20 Organizational progression and
management using fair and Work monitoring plans
objective criteria. environment RQ1
Levi The organization provides 21 Organizational Communication
adequate feedback to the team work
on its performance. environment RQ1
Levi My team often has difficult 6 Organizational Communication
relations with other parts of the work
company. environment RQ1
Levi It is Up to the team to regulate 29 Organizational Delegation
its own behavior in this company work
environment RQ1
Levi The leader of my team retains 30 Organizational Delegation
control over most major team work
decisions environment RQ1
Chen Working with competent 7 Organizational encouragement
colleagues in this company work
environment RQ1
Amabile New ideas are encouraged in this 8 Organizational encouragement
company work
environment RQ1
Amabile People are encouraged to solve 9 Organizational encouragement
problems creatively in this work
company. environment RQ1
Carlopio , Working hours are scheduled in 27 Organizational Flexible working
changes by a flexible manner in this work hours
rawan company environment RQ1
Scot the rewards system within this 69 Innovative Innovative
company encourages innovation climate RQ3 climate
Scot There are adequate resources 70 Innovative Innovative
devoted to innovation within climate climate
company RQ3
Spector My efforts to do a good job are 71 Innovative Innovative
seldom blocked by red tape. climate RQ3 climate
Scot Lack of funding to investigate 72 Innovative RQ3 Innovative

264
 creative ideas is a problem climate climate
within this company.
Scot The organization allows me 73 Innovative Innovative
free time to pursue creative ideas climate climate
during the workday. RQ3
Spector I sometimes feel my job is 57 job satisfaction Job content
meaningless. RQ2
Spector Work assignments are not fully 58 job satisfaction Job content
explained in this company. RQ2
Levi My team performs tasks well 59 job satisfaction Job content
suited for team work. RQ2
Levi Participating in the team has 10 Organizational Learning
helped to develop my work
professional skills in the environment
company. RQ1
Amabile This organization has a good 61 Job satisfaction Management
mechanism Ideas RQ2 style
Amabile I feel that upper management is 62 Job satisfaction Management
enthusiastic RQ2 style
Scot The best way to get along in this 63 Job Satisfaction management
organization is to the think the style
way the rest of the group does RQ2
Vartia Problems at work and 64 Job satisfaction Management
differences of opinion are style
discussed openly in this
company. RQ2
Carlopio , Lighting at my work is adequate 1 Organizational Physical wok
changes by work environment
rawan environment, RQ1
Carlopio , The provided facilities at work 2 Organizational Physical wok
changes by place are clean work environment
rawan environment, RQ1
Carlopio , I find the size of the eating 3 Organizational Physical wok
changes by facility is satisfactory in the work environment
rawan company environment, RQ1
Carlopio , The size of the cafeteria is 4 Organizational Physical wok
changes by conducive for informal work environment
rawan communication between environment,
employees RQ1
Rawan open offices increases 5 Organizational Physical wok
communication between work environment
employees in the company environment, RQ1
Scot The main function of members 15 Organizational Policy
In this company is to follow work
instructions from upper environment
management RQ1

265
Scot This company can be 16 Organizational Policy
described as flexible and work
continually adapting to change environment RQ1
Rowden Goals of company are not clear 17 Organizational Policy
to me work
environment RQ1
Rowden Rules and procedures in this 18 Organizational Policy
company make doing a good job work
difficult environment RQ1
Spector I find I have to work harder at 60 Job satisfaction Recruitment
my job because of the
incompetence of people I work
with. RQ2
Churchill, Jr I have a good chance for 39 Job satisfaction Rewards and
promotion in the company RQ2 compensations
Churchill, Jr Regular promotions are the rule 40 Job satisfaction Rewards and
in this company RQ2 compensations
Spector I feel I am being paid fairly for 41 Job satisfaction Rewards and
the work I do in the company. RQ2 compensations
Spector Those who do well on the job 42 Job satisfaction Rewards and
stand a fair chance of being compensations
promoted in the company RQ2
Spector The benefits we receive are as 43 Job satisfaction Rewards and
good as most other organizations compensations
offer. RQ2
Spector I do not feel that the work I do 44 Job satisfaction Rewards and
is appreciated. RQ2 compensations
Spector There are few bonuses for those 45 Job satisfaction Rewards and
who work here. RQ2 compensations
Spector I feel satisfied with my 46 Job satisfaction Rewards and
opportunities for salary compensations
increases. RQ2
Levi My performance evaluation is 47 Job satisfaction Rewards and
strongly influenced by my compensations
contribution to the team. RQ2
Chen, annual bonus based on 48 Job satisfaction Rewards and
individual performance in the compensations
company RQ2
Chen, Stock awards are given for 49 Job satisfaction Rewards and
individual achievement in this compensations
company. RQ2
Chen, Achievement recognized in 50 Job satisfaction Rewards and
newsletters, magazines… etc. in compensations
this company. RQ2
Chen, Small values non- cash award 51 Job satisfaction Rewards and
(e.g. dinner, ticket…) are RQ2 compensations

266
 provided in this company.
Campion I’m in favor of job rotation for 11 Organizational Rotation
training and development work
environment RQ1
Campion I would be interested in rotating 12 Organizational Rotation
to another department in the near work
future in this company. environment RQ2
Amabile I feel that I am working on 54 Job satisfaction Routine
important Projects RQ2
Amabile The tasks in my work are 55 Job satisfaction Routine
challenging. RQ2
Chen I have opportunities to initiate a 56 Job satisfaction Routine
new projects or activities within
the company. RQ2
Spector I work well with my 22 Organizational Supportive
supervisor. work leadership
environment RQ1
Spector My supervisor shows too little 23 Organizational Supportive
interest in the feelings of work leadership
subordinates. environment RQ1
Scot Our ability to function creatively 24 Organizational Supportive
Is respected by the leadership work leadership
environment RQ1
Levi When the team is having a 25 Organizational Supportive
problem, someone is available work leadership
for consultation advice. environment RQ1
Levi The leader of my team helps to 26 Organizational Supportive
facilitate the team’s interactions. work leadership
environment RQ1
Amabile There is a generally cooperative 34 Job satisfaction Team work
and collaborative atmosphere in
this company. RQ2
Levi The company is supportive of 35 Job satisfaction Team work
the use of team work. RQ2
Levi My team has clear direction and 36 Job satisfaction Team work
goals. RQ2
Levi using a team has been an 37 Job satisfaction Team work
effective way to perform tasks in
the company RQ2
Levi I enjoy working with my team 38 Job satisfaction Team work
and would want to work in the
future. RQ2
Churchill, Jr The company has a well- 13 Organizational Training
planned training program. work
environment RQ 1

267
Levi Whenever the team needs new 14 Organizational Training
skills, more training is available work
to us. environment RQ 1
Spector I often feel that I do not know 28 Organizational Transparency,
what is going on with the work policy
organization. environment RQ1
Rawan Management processes take too 31 Organizational RQ1 Process
long in this organization Work
environment
Rawan Management processes are too 32 Organizational RQ1 Process
complicated in this company. Work
environment
Rawan I work in a creative 74 Innovative RQ3 Innovative
environment. climate climate
Rawan Common culture improves the 65 Job satisfaction RQ2 Culture
work environment in this
company.
Rawan There is a good match between 66 Job satisfaction RQ2 Culture
the company culture and the
culture of the employees.
Rawan A multicultural workforce 67 Job satisfaction RQ2 Culture
improves job satisfaction.
Rawan Lack of resources inhibits 53 Job satisfaction RQ2 Headcount
innovation in this company.

268
Appendix E - Letter to Participants
Dear Sir/Madam,
I would be grateful if you contribute in answering my survey questionnaire, which is
about the impact of employee perceptions of organizational work environment on
innovative climate. Anticipated results will allow the researcher to provide practical
contributions that may benefit the employees/company. Your participation in this survey
will be highly appreciated. Once again, I would like to thank you for your participation
and assure that any information provided will remain confidential.

Regards
Rawan Abukhait
Amman: +962795647606.
Australia: +61406933492.

269
Appendix F - Survey Questionnaire
This research aims to investigate the impact of organizational work environment and job
satisfaction on innovative climate in Jordanian companies. It is designed to understand what
factors contribute to creating an innovative climate, focusing on the telecommunication industry.
This research intends to provide information to companies to help them attain and improve their
innovative climate.
The survey is organized in to two sections:
Section one: Demographic information in terms of gender, age, educational level, experience and
salary. To help me classify the answers received.
Section two: This section has three parts, focusing on Organizational work environment, Job
satisfaction and Innovative climate.
In each part you are asked to indicate your opinion by ticking “” within the scale 1-7 for each
of the questions. Also open questions are asked to ensure that the survey has covered every
possible factor. In answering every question please indicate the answer which best describes your
feelings and beliefs in your present situation in your company.
Section one:
1. Demographics Information
)1( Gender
Male  Female 

)2( Age
Less than 30 years  Between 30 – 40 Years 
Between 41 – 50 years  Above 51 Years 

)3( Educational Level

High Diploma  BSc and Less 
Master  PhD 

)4( Experience
Less than 5 years  Between 5 – 10 Years 
Between 11 – 15 years  Above 16 Years 

)5( Salary
Less than 300 JD  Between 300 – 500 JD 
Between 600 – 800 JD  Above 900 JD 

270
 Section Two:

2.1 Organizational work environment

In this study organizational work environment consists of three major components which are,
support environment, learning environment and organizational working structure. In the view of
these components please indicate the answer that best reflects the company you work in.

2.1.1 Support environment

The support environment consists of both the physical work environment and the psychological
environment.

2.1.1.1 Physical work environment

1. Lighting at my work place is adequate

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

2. The provided facilities at my work place are clean.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

3. The size of the eating facility is satisfactory in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

4. The size of the cafeteria is conducive for informal communication between employees.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

5. Open offices increases communication between employees in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

2.1.1.2 Psychological work environment

6. My team often have difficult work relations with other parts of the company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

271
 7. I am working with competent colleagues in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

8. New ideas are encouraged in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

9. People are encouraged to solve problems creatively in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

2.1.2 Learning environment

10. Participating in a team has helped to develop my professional skills in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

11. I’m in favour of job rotation for training and development.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

12. I would be interested in rotating to another department in the near future in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

The company has a well- planned training program.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

14. Whenever the team needs new skills, more training is available to us.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

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 2.1.3 Organizational working structure

15. The main function of members in this company is to follow instructions from upper
management.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

16. This company can be described as flexible and continually adapting to change.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

17. The goals of company are not clear to me.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

18. Rules and procedures in this company make doing a good job difficult.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

19. People are promoted as fast here as they are in other companies.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

20. My team's work is evaluated by management using fair and objective criteria.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

21. This organization provides adequate feedback to the team on its performance.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

22. I work well with my supervisor.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

23. My supervisor shows too little interest in the feelings of subordinates.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

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 24. Our ability to function creatively is respected by the leadership.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

25. When the team is having a problem, someone is available for consultation advice.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

26. The leader of my team helps to facilitate the team’s interactions.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

27. Working hours are scheduled in a flexible manner in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

28. I often feel that I do not know what is going on with the organization.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

29.It is up to the team to regulate its own behavior in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

30. The leader of my team retains control over most major team decisions.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

31. Management processes take too long in this organization.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

32. Management processes are too complicated in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

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 33. Please indicate any other factors that you think contribute to a positive work environment?

………………………………………………………………………………………………
………………………………………………………………………………………………
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.

2.2 Job satisfaction

34.There is a generally cooperative and collaborative atmosphere within this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

35.This company is supportive of the use of team work.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

36.My team has clear direction and goals.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

37.Using a team is an effective way to perform tasks in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

38.I enjoy working with my team and would want to continue teamwork in the future.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

39.I have a good chance for promotion in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

275
 40.Regular promotions are the rule in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

41.I feel I am being paid a fairly for the work I do in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

42.Those who do well on the job stand a fair chance of being promoted in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

43. The benefits we receive are as good as most other organizations offer.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

44.I do not feel that the work I do is appreciated.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

45. There are few bonuses for those who work here.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

46.I feel satisfied with my opportunities for salary increases.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

47.My performance evaluation is strongly influenced by my contribution to the team.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

48.Annual bonus are based on individual performance in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

276
 49.Stock awards are given for individual achievement in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

50.Achievements are recognized in company newsletters, magazines etc. in this company

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

51.Small value non- cash award (e.g. dinner, travel ticket) are provided in the company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

52.Personnel shortages inhibit innovation within this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

53.Lack of recourses inhibit innovation in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

54.I feel that I am working on important projects.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

55.The tasks in my work are challenging.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

56.I have opportunities to initiate new projects or activities within company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

57.I sometimes feel my job is meaningless.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

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 58. Work assignments are not fully explained in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

59.My team performs tasks well suited to team work.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

60.I find I have to work harder at my job because of the incompetence of people I work with.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

61.This organization has a good mechanism ideas.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

62.I feel that upper management is enthusiastic.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

63.The best way to get along in this company is to the think the way the rest of the group does.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

64.Problems at work and differences of opinion are discussed openly in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

65.Common culture improves the work environment in this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

66.There is a good match between the company culture and the culture of the employees.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

67.A multicultural workforce improves job satisfaction.

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Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

68.Could you suggest any additional factors that may contribute to your job satisfaction?

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………………………………………………

2.3 Innovative climate

69. The rewards system within this company encourages innovation.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

70. There are adequate resources devoted to innovation within company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

71. My efforts to do a good job are seldom blocked by red tape.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

72. Lack of funding to investigate creative ideas is a problem within this company.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

73. The organization allows me free time to pursue creative ideas during the workday.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

74. I work in a creative environment.

Strongly disagree  Disagree  Somewhat disagree  Neutral  Somewhat agree  Agree Strongly agree 

279
75. Can you please point out any ideas or procedures that would help to foster innovative climate
in your company?

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Thank you…..

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Appendix G - Transcription Letter
Dear Sir
I would like to thank you for your kind participation in my study and for your cooperation.
Herby attached the interview transcription, please find the attached transcription. Transcription
has been attached to gain your validation on the information provided by yourselves. Please note
that the researcher will count the interview transcription validated by yourselves if the researcher
doesn’t here back from respondents within one month.
Regards
Rawan

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Appendix H - Contact Letter
Dear ….

My name is Rawan M. Abu-Khait a PhD student at the university of western Sydney I have
learned about you from the linkedin website and knew that you are the HR Director at ….. Also I
cruised the company website and observed the great achievements that the company has attained.
Currently I’m working on my research that is about the impact of employee perceptions of
organizational work environment and job satisfaction on innovative climate. The main focus of
my study is to measure the innovative climate in the Jordanian context. I’m writing to you to ask
you if you can give me the chance to apply my study on your prestigious company that the
innovative climate is important factor to it. Please note that information’s provided by the
company will remain confidential and I will provide the company with a report of the findings
and a copy of my thesis at the end of the project.
I would like to seize this opportunity to thank you for the precious time you have given; and I'm
sure you will observe and asses my letter considerably.
I hope you will take a favorable decision regarding applying my research to your company and
if it’s possible to arrange a meeting with the concerned person. Please note that if there is any
additional information’s required don’t hesitate to contact me
Please find my attached official University letter and a summery of my project

Look forward to hearing from you soon.

Regards
Rawan Abukhait
0795647606

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Appendix I - Company A Interview Data
Appendix I provides the obtained quotes that describes each factor related to the study from all
managerial levels at Company A. Also it presents similarities and differences between the
different managerial levels, and similarities and differences within the managerial levels on each
factor.

Analysis‎of‎the‎interviews‎at‎the‎managers’‎level‎for‎Company A

This section will report findings from Semi structured interview with managers and supervisors
at Company A. Aiming at investigating perceptions on what factors contributes to a positive
work environment, job satisfaction and innovative climate. The analysis revealed different
characteristics from both groups (Mangers, Supervisors) in term of key themes, themes and sub-
themes. Some of these characteristics were implanted initially in the proposed study model.
However some of them appeared as a new finding in the current study.

Factors impacting the organizational work environment from the managers

perspective
The current study explores factors influencing the organizational work environment in the
company. Through conducting the semi-structured interview managers and Supervisors, pointed
several factors impacting the organizational work environment in the company.

Fifteen factors were found at the managers’ level these were: motivation, monetary rewards,
non-monetary rewards, teamwork, physical work environment, learning environment,
training, rotation, communication, , delegation, work hours, progression and monitoring
plans, policy, routine and culture.

However at the supervisor’s level thirteen factors were identified to be influencing the
organizational work environment at the company which were: motivation, monetary rewards,
non-monetary rewards, teamwork, Physical work environment, training, rotation, delegation,
work hours, progression and monitoring plans, policy, routine and management support.

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Each of these factors are discussed form the managers and supervisors perspectives as shown
below. Also a comparison between managers and supervisors is provided in section.

Motivation
Managers at the company mentioned that rewards and compensations creates and increases
motivation. Moreover they expressed that motivation that occurs from the provided rewards
contributes to a positive work environment.
“As an example of a positive work , every 4 months the company provides 3
rewards that are gold, silver and bronze to the three best employees in the
company, with a good financial bonus with a trophy which creates motivation for
the employees to work better” (AM7)

Monetary rewards
All managers pointed the importance of the monetary and non- monetary rewards in relation to
creating positive work environment. Moreover they related organizational success to the
implemented rewarding system for the achievers. Also communicating the reason of rewarding
certain employees reduces the frustration of the unrewarded employee. Another manger added
that friar reward distribution is important as it the unfair distribution will impact the
organizational work environment negatively. Also all of the managers asserted that the presence
of non-monetary rewards is significant element impacting the organizational work environment.

Similarities:
 All managers stressed the importance of the monetary rewards in term of creating
positive work environment.
 Two of the managers mentioned that organizational success depends on rewarding
employees in their achievements.
 All managers emphasized on the importance of the non-monetary rewards in term of
creating positive work environment.

Team work

284
All managers emphasized that maintaining teamwork activities in the company is essential for
creating a positive organizational work environment. All of the mangers stressed that the
company policy is keen on maintaining teamwork spirit moreover they motivate employees to
work within a team. Moreover the expressed their happiness for working within teams.

Similarities:

 All managers stressed the importance of the maintaining team work because it influences
the organizational work environment positively.
 Two of the managers argued that team work is critical element to their departments
because of the department nature of work.
 All mangers stated that they are maintaining a teamwork spirit at the company

Physical environment
Four managers stressed that the physical work environment in the company has to be improved,
complaining about spacing and privacy.

Similarities:
 Four managers commented that physical work environment needs improvements in their
company in the sense of spacing and privacy issues.

Learning
Two of the managers expressed their satisfaction for working in the company because they are
exposed to learning new things all the time. They commented that sharing knowledge is
practiced in the environment. All employees are happy to share with each other the newly
learned skills. The managers argued that it is also related to the industry that they are working in.
As working in the telecommunication industry requires frequent updates with the new appearing
technology.
“One of the things that I enjoyed in this company is learning. Working at the
company is giving me personal chance to increase my knowledge. We have the
opportunity to learn from each other and share the learned knowledge. Being in

285
 the telecommunication industry is fun is innovative because of the nature of the
industry” (AM4).
Similarities:
 Two of the managers expressed their satisfaction in working in the company because of
the gained experience.

Training
All managers pointed the importance of training in generating a positive work environment. Two
of the managers expressed their satisfaction with the provided training by the company.

Similarities:
 All managers stressed that training is important to producing a positive work
environment.

 Two of the managers explained their satisfaction of the provided training of the company.
They explained that the way that the company invests in training very well done.

Job rotation

One of the managers stated that job rotation is essential for creating a positive work environment.
Three of the managers suggested that rotating employees should be restricted to employee
experienced area. Moreover they suggested rotating employees between other branches outside
the country.

Similarities:
Three of the managers suggested that rotating employees should be restricted to
employee’s skills and experience. However some certain departments don’t require
certain skills so rotation could be applied then.

Communication
Four of the managers indicated that the management style regarding communication between
employees and managers is very satisfying. The company is following the flat management
policy were flexibility and informal communication exists.

286
 “We don’t have that formal dealing treatment between the levels of management.
Anyone within my team can contact me any time, flexibility to access, let's say flat
management” (AM2).
However one of the mangers added that the company is operating successfully because of the
management way of dealing with its employees. The company environment is friendly;
employees at all levels are treated in a good way. The manager indicated that employees are
comfortable working in an environment where they feel that they are working in their home.
“The manager to the employee relation, this is one of the crucial issues that we
are facing at the company. I believe this is why we are very successful company,
because we don’t have that leveling between the manager and employee. We have
it in title but we don’t have it in the environment itself. So the employee himself
feels that the company is his home” (AM3).
One of the mangers stressed that open communication between him and his manager improved
his skills by learning from his manager.
“I like the way my manager does his job, there is good interaction between me
and him, so I still find a good opportunity to enhance myself and skills from my
manager” (AM2).
Similarities:
 Four of the managers indicated that communication between employees and managers is
very satisfying.

Delegation
All of the managers considered delegation as a major factor that creates a positive organizational
work environment. Delegation was considered as a method aids in enhancing employees skills
and abilities.

Similarities:
 All of the managers pointed that delegation is essential element to producing positive
work environment.
 Two managers have linked delegation to gaining knowledge and experiences.

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Working hours
One of the mangers noted that the application of flexible working hours’ system in the company
motivates employees to work better.
“Flexible time for attendance might be a good idea, giving more encouragements
for employees” (AM1).

Progression and monitoring plans

One of the managers stated that it’s important to inform the employees about their career path.
Claiming that employees will be more motivated to develop their skills and prove themselves,
when they are informed about their career future.
“Well, defining the employee career path is one of the major issues as well it
impacts the organizational work environment. Because if you are an employee,
and you know where you are standing five years from now, you will develop your
skills and experiences to prove yourself to be on that stage” (AM3).

Policy
At Company A two managers stated that the company should employ less restriction.
Commenting that, less restriction impacts the organizational work environment positively. One
of the mangers added that polices, assigned roles are communicated clearly to the employees.
Moreover one of them appraised the management way of treating employees, stating that all
employees are treated with respect.

Similarities:
 Two of the managers pointed that less restrictions is important to the
organizational work environment. Open door policies were barriers to upper
management doesn’t exist make employees more comfortable in their work
environment.

Routine
Two of the managers expressed their frustration because of the daily routine work. Pointing that
the tasks variety are limited which makes work less challenging.

288
 “Lately my job has entered the routine mode, there are no new challenges. So I'm
trying to change something within my division to make it a little bit more
challenging, I'm talking about 2010” (AM5).

Similarities:
 Two of the director articulated their disturbance of daily routine at work. Pointing that
variety of tasks is limited which makes work less challenging.

Culture

Two managers pointed that the effect of culture that employees from impacts the organizational
work environment. They noted that multi culture doesn’t exist in their work environment. For
example most employees come from Jordanian and Palestinian back ground. Both back grounds
have a lot of similarities regarding attitudes, values. Therefore lack of conflict and good relation
exists.
“Because I think all employees in the company are Jordanian and Palestinian
and somehow there is no multi culture. So one culture somehow enhances
relationships” (AM2).

Similarities:
 The effect of culture in which employees are coming from impacts the organizational
work environment was pointed by two managers.

Factors impacting the organizational work environment from the

supervisors perspective
Motivation
Using motivation as a tool to improve the organizational work environment was pointed as an
important factor by all mangers at the company.
“Practicing motivation at any company is considered as an important way to
enhance the organizational work environment” (AS1).

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Monetary and non-monetary rewards
All of the supervisors agreed that rewards and compensations whether monetary or non-
monetary are important to producing a positive work environment
“Rewards and compensations sure, both monitory and non-monitory are
important factors impacting the company” (AS2).
All of the supervisors showed their satisfaction regarding the company rewarding policy.
Indicating that the company have a very positive work environment because of the convince
rewarding system at the company.
“The company spends a lot of money into rewarding the staff and making them
feel comfortable, so I think we have a very positive environment at the company”
(AS3).
Moreover all supervisors stated that the company provides good benefits to its employees.
Commenting that, these benefits are based on seniority at the company for some of them.
“In terms of benefits it is satisfying at the company; we receive many thing such as
health insurance, special prices for mobile lines and so on. However, some of the
things are based on seniority” (AS3).

Similarities:
 All of the supervisors agreed that rewards and compensations whether monetary or non-
monetary are essential to producing a positive work environment.
 All of the supervisors expressed their satisfaction on the company rewarding policy.
 All supervisors stated that the provided benefits are satisfying and are based on seniority

Teamwork
All supervisors supported the idea that teamwork is critical component of a positive work
environment. The researcher thinks that it is an issue related to the industry, were team work is
highly required to be capable to compete in the high competitive market.
“Teamwork is important in producing a positive work environment” (AS1)
Teamwork contributes to the organization successes and development. Moreover employee’s
denial of working within a team leads to employee failure in accomplishing their assigned work.
This statement was mentioned by one of the supervisors.

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 “From my opinion, any work around the world without teamwork will not
succeed. Anyone wants a successfully completed work must work within a team.
if any person feels that he’s the important one doing everything and others can’t
do anything or give a positive value for his work and company he will fail”(AS3)
Similarities:
All supervisors mentioned idea that teamwork is significant component of a positive work
environment.

Physical environment
Two of the supervisors mentioned that positive work environment means comfortable
surroundings for employees at work. Therefore working in uncomfortable working conditions
will impact the employee ability to perform the work in a successful manner.
“Work environment that supports its employee by providing suitable location,
spacing, and stationary for example, is positive” (AS3).
Similarities:
 Two of the supervisors revealed that positive work environment means comfortable
surroundings of work.

Training
All supervisors stressed the importance of training programs provided by the company in
producing a positive work environment.
“Training is important in producing a positive work environment” (AS1).
One of the supervisors pointed that it’s important to provide the appropriate type of training to
get the maximum benefit out of it. Training should be selected according to certain criteria that
matches employee’s needs and enhances their weakness’s. In order to, cope with the rapid
technological changes especially in the telecom industry, were the adaptation of certain
technology is important for the company and employee survival.
“When you want to take a training you have to have a clear justification why you
want to take this training, what are the benefits we are going to gain from this
training?”(AS2).

291
Similarities:
 All of the supervisors stressed the important effect of training in producing a positive
work environment.

Job rotation
One of the supervisor mentioned that job rotation is important in relation to the organizational
work environment. This statement was raised because the supervisor experienced the advantage
of job rotation in his company. He expressed that rotation is a mutual experience that benefit the
company and the employees. As employees gain different experiences on the other hand, the
company benefit from the new gained skills.

“Job rotation is important; it impacts the work environment in the company. And
it is seen in the company on daily basis that there are employees changing their
tasks and rotating jobs. Employees and the company benefit from the rotation
process” (AS3).

However two of the supervisors didn’t agree that rotation have a direct relationship when they
were questioned if job rotation is considered as a critical component in producing a positive
work environment.
“Somehow but I don’t think it has a direct relationship” (AS1).

Similarities:
 Two of the supervisors didn’t agree that it has a direct relationship when they were asked
if they consider job rotation as a critical component in producing a positive work
environment.

Differences:
 One of the supervisor pointed that job rotation is key in relation to the work environment.
However two of the supervisors didn’t agree that it has a direct relationship in producing
positive work environment

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Delegation
All Supervisors asserted the importance of delegation in producing a positive work environment.
“Delegated authority has a direct relation to producing positive work
environment” (AS2).
One of them described his satisfaction on the amount of authority given to him. He mentioned
that he has full control on the way he manages his work and complete tasks without any
supervision.
“I have my own space because I did my job without any direct supervision
without any controlling, I receive the tasks and complete them within my time
management, within my priorities and no one keeps asking or nagging to finish
this job, this is most important.”(AS2)
However one of the supervisors argued that delegation should be limited. Also it’s dangerous to
give full authority to the employees and it should be done under the company procedure. The
researcher felt that the statement was raised by the supervisor because of the nature of work
relates to security liaison.
“It’s good to know that you can take decisions as an employee but it must be
limited. Also when a manager wants to delegate he must know the danger of it,
because sometimes it’s dangerous to delegate authority to employees. It should
be done under a certain procedures of the company” (AS3).
Similarities:
 All Supervisors stated that delegation is important component to producing a positive
work environment.

Working hours
One of the supervisors stressed the importance of providing flexible working hours. He argued
that applying flexible working hours system impacts the organizational work environment
positively.
“It’s healthy to have flexibility in the working hours, it affect the work environment
positively” (AS2).
The researcher justifies it due to the nature of work that is related to HR department. Were this
department analysis employee’s needs and try to improve their working environment.

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Career path
The importance of Career development to the organizational work environment and employees
was pointed by one of the supervisors. The supervisor considered it as one of the major elements
to satisfy employees’ needs. However its absence influences the organizational work
environment and employees satisfaction negatively.

“Clarifying career path or career development for each employee improves the
environment. Because even if you compensate the staff whether monitory and non-
monitory and you train them and you give them the power and authority is not
enough. Still each employee wants to know his career path.”(AS2).
The researcher thinks that the explanation of this statement refers to the supervisor nature of
work that is related to the HR department. Were they know what factors impacts the
organizational work environment and employees satisfaction.

Policy
One of the supervisors claimed that the company must enhance the company strategy to improve
the work environment.
“A change needs to be done on our policies in order to enhance the positive work
environment” (AS3).

Routine
Two different arguments were discussed regarding the term routine. One of the supervisors
mentioned that the organizational work environment in the company is negative because of the
routine tasks. He stressed that the company must motivate the employees to work by creating
new challenges.
“Now I can say that the environment is a little bit slopes because there are no new
challenges like before. I’m talking about the company in general not my
department alone, so I think we need a new push maybe” (AS1).

Hence the other supervisor expressed his satisfaction on his work because of the variety of tasks
that they are handling.
“My department has changeable tasks every day, no routine” (AS3).

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Differences:
 One of the supervisors pointed that the work environment in the company is negative
because of the routine tasks, Hence the other supervisor sated that he is satisfied because
of the variety of tasks that they are handling, were routine is not found.

Supportive management
One supervisor pointed the importance of having a supportive leadership. Supportive leader
motivates employees to work toward the company goals. The researcher justifies this opinion as
the supervisor has experienced this effect when a new supportive CEO joined the company.
“Coincidence I joined the company at the same day my ex C.E.O joined it as well.
I remember that he was very energetic person, and he was pushing all employees
within the company in order to achieve our goals at that time to reach 1 million
subscribers. So while he was speaking I felt that every single person in the
company was involved in this target and this goal” (AS1).

Comparison of managers and supervisors perspectives of

organizational work environment

The table below was designed in order to assist the researcher in conducting within and between
groups comparison. As shown below the comparison was at two managerial levels, the mangers
level and the supervisors’ level in the organization. Following the table helped in finding
similarities and difference between and within groups.

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 Managers codes Supervisors codes
Factors AM1 AM2 AM3 AM4 AM5 AM6 AM7 AS1 AS2 AS3
Monetary
Rewards X X X X X X X X X X
Non X X X X X X X X X X
Monetary
Rewards
X X X X X X X X X X
Team
Work
Physical environment X X X X X X
Learning X X
Training X X X X X X X X X X

Job Rotation X X X X X X X

Communication X X X X
Delegation X X X X X X X X X X
Flexible Working Hours X X

Career Path X

Progression and X
Monitoring Plans
Policy X X X

Routine X X X X

Supportive Management X

Culture X X

Similarities and differences between managers and supervisors perspectives

on organizational work environment
This part points the commonalities and differences appeared between managers and supervisors
after conducting the analysis. Significant amount of Similarities and differences were found
between manager and supervisor views. Differences are concepts that were not stated on both
managerial levels these are,
1- Culture.
2- Supportive management.

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 3- Communication.
4- Career path.
Were similarities are the agreed on concepts amongst both managerial levels.These similarities
were at,
1- Monetary and non-monetary rewards
2- Team work
3- Physical environment
4- Training
5- Job rotation
6- Delegation
7- Flexible working hours
8- Policy
9- Routine

These, similarities and differences will be discussed in detail as shown below.

Monetary and non-monetary rewards

All managers and supervisors stressed the importance of the monetary and non-monetary
rewards in term of creating positive organizational work environment.
Hence managers highlighted certain issues in regards to monetary and non-monetary rewards.
One said that it’s motivating tool for employees. Another said that it’s important to verify the
reason of the given rewards and implement an efficient performance appraisal system. All of the
supervisors stated that they are satisfied by rewarding and benefits policy.
One of the managers commented that fair distribution of rewards is very important. Pointing out
his dissatisfaction about the recognition system of the company toward for the best achievers.
However all supervisors argued that they are satisfied with the implemented rewarding policy in
the company. Emphasizing that its contributing to a positive work environment.

Teamwork
All managers and supervisors pointed the importance of the Teamwork in term of creating
positive work environment.

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However two managers explained that teamwork is important in relation to their department.
However one of the supervisors provided a wider picture and said that it contributes to the
organizational success.
All managers pointed that the organization is maintaining a good level of teamwork within and
across departments. Mangers added that the company is working hard and motivating its
employee to work within teams.

Physical work environment

Four of the managers stated that physical work environment has to be improvised in the
company, especially on issues regarding spacing and privacy.
Two of the supervisors defined physical work environment as comfortable surroundings that
contributes to a positive work environment.

Training
All managers and supervisors indicated the importance of training in producing a positive work
environment. Different views were raised by both groups (managers and supervisors).
Two of the managers pointed the importance and benefits of providing training outside of the
country. Moreover two of them indicated their satisfaction on the provided training by the
company. However one of the supervisors concentrated on providing the appropriate type of
training to gain the best out of it.

Delegation
All managers and supervisors agreed that delegation is important component to producing a
positive work environment.
Two managers have related Delegation to gaining knowledge and experiences. The researcher
felt that managers’ comments are related to the amount of responsibilities managed. Also they
experienced the positive impact of delegation on their staff.
One of the supervisors indicated his satisfaction on the amount of authority he is having. Also
one of the supervisors argued that delegation must be limited.

Flexible working hours

One of the supervisors and one of the managers stressed the importance of providing flexible
working hours as it impacts the organizational work environment positively. Both agreed that it

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motivates employees to work. However the manger added that it motivates employees to perform
better.

Policy
One of the managers stated that the company policies and the assigned roles are clearly
implemented, stating that targets and objectives are clearly communicated to him. However one
of the supervisors argued that the company must improve the company strategy to enhance the
organizational work environment.
However mangers provided a wider view about the company policy as they are more exposed to
it because of their higher managerial level. The added more comments such as, two of the
managers advised that less restrictions are essential to the organizational work environment.
Moreover barriers to communicate with the upper management is uncomfortable in the
organizational work environment. In addition, Management style was highlighted in regards of
employee treatment, pointing that employees are treated in a respect way at all levels

Routine
Two of the managers and one supervisor explained their dissatisfaction with the work they are
handling because of the limited variety of tasks. One the other hand stated that routine doesn’t
exist in his daily work.

Job rotation
One of the supervisors and one of the managers stressed the importance of rotating employees.
However three of the mangers were more specific commenting that rotation should be restricted
to employee’s area of experience and skills. In contrast two supervisors didn’t agree that it is an
important component to the organizational work environment.

Factors impacting the job satisfaction from the managers’

perspective

This section discusses factors considered to be important component for creating job
satisfaction. This section incorporate three parts,

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  The first, discusses factors influencing job satisfaction from the managers
perspectives, these were, rewards and compensations, delegation, physical work
environment, progression and monitoring plans, teamwork, routine, head count
and job content.
 The second, discusses factors influencing job satisfaction from the supervisors
perspectives these were, rewards and compensations, physical work environment,
teamwork, progression and monitoring plans, management style and job content.

 The third, comparison between managers and supervisors perspectives these were,
rewards and compensation, physical work environment, progression and
monitoring plans, team work and job content

Rewards and compensations

One of the managers argued that the rewarding system should combine monetary and non-
monetary rewards in order to satisfy the employees. Three of the mangers stressed that the
financial support is the most important. Also two other managers mentioned that salary is
considered as a motivation tool and impacts employee’s satisfaction. In contrast to that one
manger mentioned that appreciation is the most important. Furthermore all managers emphasized
that the company uses monitory and non-monetary rewards when compensating their employees.
Three of the managers indicated that appreciation letters are not a formal process in the company
One of the mangers argued that employees are evaluated according to a certain criteria
implemented by the company and it’s based on employees performance. Two of the managers
claimed that benefits in the company have to be improved. However five of them commented
that they are happy with the provided benefits. All of the managers stated that the provided
benefits are based on seniority.

Similarities:
 Three of the mangers pointed that supporting employees financially is the most important
to satisfy them.
 Two of the managers stated that salary as part of the compensation tool is the most
significant motivation method to employee’s satisfaction.
 All managers mentioned that the company provides monitory and non-monetary rewards
when compensating its employees.

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  Three of the managers indicated that appreciation letters are conducted in s informal way
in the company.
 Five of the managers commented that the provided benefits are satisfying for the
company employees.

Differences:
 Two of the managers stressed that the most important element for his employees’
satisfaction is appreciation.

 One of the mangers stated that benefits needs some improvements at the company.
 One manager stressed that the most important element for his employees’ satisfaction is
appreciation.

Delegation
One of the managers indicated that the amount of authority given by the top management
contributes to job satisfaction. The manager mentioned the term delegation when he was asked
what components are critical to job satisfaction.
“The given delegation by the management, and support from the high level
management, which is support in taking decisions contributes to employee’s
satisfaction” (AM2).

Physical work environment

One of the managers complained about the physical work environment in the company. Arguing
that open offices are two noisy for employees to work within. Pointing that, these offices are
contributing to a dissatisfied employee.

“Open offices are noisy and dissatisfying” (AM1).

Progression and monitoring plans

Three of the managers stated that providing a clear career path to the employee’s contributes to
job satisfaction.

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Four of the managers indicated monitoring plans is done effectively at the company. In contrast
three of the managers pointed that progression and monitoring plans are not clear in the company
because of the lack of feedback provided.

Similarities:
 Three of the managers pointed that knowing the career path contributes to job
satisfaction.
 Four of the managers mentioned that the company applies effective monitoring
plans for its employees.
Differences:
 Three of the managers indicated that monitoring and progression plans are not clearly
implemented in the company.

Team work
One of the managers linked teamwork to increasing job satisfaction.

Routine
One of the managers stressed that employees are always asking for new tasks. Were they
experience new things and face new challenges. Moreover working with people outside the
company its self is important. Therefore less routine tasks at works enhance employee job
satisfaction.
“Employees are looking for a challenging job, to experience new projects, to work
with vendors and external parties this contributes to job satisfaction” (AM7)

Head counts
One of the managers stated that the number of employees distributed in each department is very
important. When the employment is low, employees will be confronted with higher workload
which is exhausting and frustrating. These cases normally leads dissatisfied employee.
“Increasing the resourcing is critical component of job satisfaction” (AM1).

Job content
Two of the mangers stressed that they and their subordinates have a clear job description.
However another manager was not sure if all employees have clear job description commenting

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that he has a clear one. Also he added that sometimes the assigned role doesn’t match their job
criteria.

Similarities:
 Two of the mangers stated that they and their employees have a clear job description.

Factors impacting job satisfaction from the supervisors perspective

Rewards and compensations
Two of the supervisors asserted that rewards either monetary or non-monetary contribute to
employee’s job satisfaction
“Money and appreciation contributes to satisfaction” (AS2).
One of the supervisors stated that the upper management is highly appreciating his efforts.
Moreover the supervisor expressed that he is enjoying what he is doing. This statement indicates
that the upper management is keen about appreciating its employees.
“I enjoy my work and I'm being appreciated from the higher management” (AS1).
Further he added that the company uses both ways of rewarding (monetary and non-monetary).
Cash and thankful letters are distributed to the best achievers. But also he noted that these
rewards are being distributed in a confidential way as a strategy followed by the company.
“If you do something very well, they send you a letter with amount of cash inside
of it, and nobody knows of course, and there is thanking letter as well the company
thanks us with appreciation and rewards such as handsets and mobile
phones.”(AS1).
As a contradiction one of the supervisors commented that his department lacks of the distribution
of appreciation letters.
“Within my department we don’t have any kind of appreciation letters” (AS1).
One of the supervisors mentioned that the company lacks clear criteria for promotions, salary
adjustments and rewards. This issue Results in employees dissatisfaction and frustration. Also he
commented that bonus is clear but not implemented properly.
“The problem we are facing at the company is that we don’t have clear criteria
for promotions. Bonuses are clear but not implemented in a proper way. But
concentrating on promotions and salary adjustments and rewards we don’t have

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 any clear policy for this issue. These issues contribute to dissatisfied employees”
(AS2).
All supervisors showed their satisfaction on the provided benefits by the company.
Claiming that, they have a very good insurance that covers their whole family. Moreover some
employees benefits from yearly scholarships sponsored by the company. Several benefits were
mentioned emphasizing the satisfaction on the provided benefits to the company. However they
pointed that some of the given benefits are based on seniority.
“Benefits such as health insurance, this is very important for us in this country.
The company provides insurance to you and your family even to your parents as
well. If you like to continue your studies in the university, they give few
scholarships every year, every year they send people out to "OMRA", they send
you with the best treatment you can get, 5 stars hotels. They give us Diaries in
Ramadan, for example, they make food gathering in Ramadan for the employees. If
you need personal loans you get them easily without interest from the company
itself. Internet is given with a 25% discount, now every 1 year and a half
depending on your level they give you vouchers with discounts on mobile phones.
For example, 50% of mobile phones, these are good things for the employees. But
yes some of the benefits are based on seniority” (AS1).

Similarities:
 Two of the supervisors stressed that rewards either monetary or non-monetary contribute
to job satisfaction.
 All supervisors pointed that they are satisfied by the provided benefits by the company
and mentioned that it’s based on seniority.

Differences:
 One of the supervisors commented that his department lacks of the distribution of
appreciation letters. While the other supervisor stated that thankful letters are distributed
to the best achievers.

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Physical work environment
One of the critical components to job satisfaction is providing good and appropriate surroundings
and conditions that enable employees to work within. This statement was mentioned by one of
the supervisors.
“We need good facilities such as good restaurants, furniture, and environment.
Lack of these facilities decreases employee job satisfaction” (AS3).

Progression and monitoring plans

Two of the supervisors indicated that the company progression and monitoring plans are clearly
implemented. The company sets its goals and objectives, trains the employees on every new
assigned task and then appraises its employees according to the achieved goals. Moreover the
plan is updated every year by the supervisor.
“We have clear progression and monitoring plans. At the beginning of every year
we set the objectives to all the employees and what they are asked to do, now when
the employees comes he gets a full training, and then he starts his work, every year
we make the appraisals, and we evaluate the employees at the end of every year.
And we sit with them as well, I update his plan, but every employee has a plan and
a bunch of targets that he has to meet at the end of every year” (AS3).
However one of the supervisors had an opposite opinion in regards to the implementation of a
clear progression plan in the company. Career path for all employees is not clear. Moreover
career development in the company depends on what vacancies are available in the company.
“No there isn’t a plan showing what they will be later on in a few years. Now if
some internal posts appeared, he tries, if it worked, he takes it. Otherwise they
don’t know what their future job is. Also the monitoring is not implemented in the
right way” (AS1).
Similarities:
 Two of the supervisors stated that the company progression and monitoring plans are
implemented in a clear way.
Differences:
 However one of the supervisors had an opposite view toward the implementation of a
clear progression plan in the company saying that it’s not clear.

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Team work
Team work has been identified as an important component effecting employee’s job satisfaction
by one of the supervisors.
“Team work is critical component to producing job satisfaction” (AS3).

Management style
One of the supervisors was asked whether any additional component should be added to the
model, he mentioned that management style should be considered as an important element
impacting the model and should be part of the job satisfaction section.
“Management style is important component in the model and the best is to place it
in the job satisfaction section” (AS1).
From his perception he clarified that management style consists of many element such as
policies, process and the way employees is being managed. These elements impacts employee’s
job satisfaction either positively or negatively. He also classified it as the most important element
to him.
“Management style is most important to me (impacting satisfaction), it’s about the
company, how they deal with everything such as people, policies and process”
(AS1).

Job Content
All of the supervisors stressed that they have a clear job description. Moreover the job
description is frequently updated according to the assigned tasks and role.
“Yes and it's updated every now and then depending on the tasks I get, and that's
also for every employee in the organization. Everyone should know and have job
description” (AS1).

Similarities:
 All of the supervisors stressed that they have a clear job description. Moreover the
job description is frequently updated according to the assigned tasks and role.

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Comparison between managers and supervisors perspectives of job
satisfaction
The table below provides a clear picture on the identified key themes, themes and sub-themes.
Helping in identifying major commonalities and differences at the managers’ and supervisors’
levels.

Managers Supervisors
Factors AM1 AM2 AM3 AM4 AM5 A A AS1 AS2 AS3
M M
6 7
Rewards and X X X X X X X X X X
compensation

Training X X X X
Delegation X
Physical work X X
environment
Progression and X X X X X X X X X X
monitoring
plans
Team Work X X

Management X
style
Routine X
Head counts X
Job content X X X X X X X X X X

Similarities and differences between managers and supervisors

perspectives on job satisfaction

This part discusses similarities and differences occurred between managers and supervisors on
the occurring concepts from the interviewee. Differences were on concepts that were not
mentioned by both supervisors and managers which were,
1- Routine.
2- Management style.

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 3- Delegation.
4- Head counts.
However similarities occurred on the following,

1- Rewards and compensation.

2- Physical work environment.
3- Progression and monitoring plans.
4- Team work.
5- Job content.
The above mentioned factors were stated by both managerial levels and are discussed below,

Rewards and compensation

One of the managers and two of the supervisors commented that monetary and non-monetary
rewards have a direct effect on job satisfaction. However All managers and one of the
supervisors mentioned that monitory and non-monetary rewards are practiced by the company
when compensating its employees.
Two of the managers were more specific stating that salary is the most important motivation tool
to employee’s satisfaction. In contrast one of the managers mentioned that the most important
component for his employees’ satisfaction is appreciation. Managers discussed rewards and
compensation issue in more depth than the supervisors for the reason that they are more exposed
to the employees needs. Managers usually participate in decision making and strategic plans
therefore, indicating ways of motivating employees will be more realistic and specific. For
example one of the managers suggested a new way of rewarding employee’s financially. He
mentioned distributing shares to employee will increase job satisfaction as the employee will feel
that he is part of the company.
In regards to the non-monitory rewards three of the managers and one of the supervisors
mentioned that appreciation is not a formal thing in the company. This means that it is not part of
the company policy however it’s a personal decision taken by each manager or supervisor. While
one of the supervisors indicated that the company is sending thankful letters to the best achievers
in the company. Also he added that the company hides some of the distributed rewards
commenting that such attitude will negatively impact satisfaction.

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one of the manger stressed that the given reward is based on the effort and performance.
However one of the supervisors stated that the company needs to improve the implemented
criteria for promotions, salary adjustments and rewards.

All supervisors and five managers showed their satisfaction on the provided benefits by the
company. While two of the managers commentated that benefits needs improvements in the
company. Moreover all managers and supervisors commented that benefits are based on
seniority.

Physical work environment

One of the managers and one of the supervisors indicated that physical work environment is a
critical component for job satisfaction. Providing the appropriate surroundings and conditions
enable employees to work and perform in a better way.

Progression and monitoring plans

Three of the managers pointed that it important for employees to know their career path, this
contributes to job satisfaction.

Opposite to the above three of the managers and two supervisors pointed that monitoring plans
are not clear in the company. The mangers commented that regular feedbacks about employees
work progress and achievements are missing. However the supervisor added that it depends on
the available vacancies in the company.
In contrast two of the supervisors and four of the managers pointed that the company progression
and monitoring plans are implemented in the company clearly.

Team work
Team work was considered as major component effecting employee’s job satisfaction by one of
the supervisors and one of the managers.

Job content
Two of the mangers and all supervisors stated that they and their employees have a clear job
description.

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From a wider vision one of the managers indicated that sometimes the assigned work doesn’t
match their job description criteria and it doesn’t cover all tasks. Moreover he is not sure whether
all employees in the company have a clear job description.

Factors impacting innovative climate from the Managers

perspective
Section three highlights important factors for creating an innovative climate at the company.
This section incorporate three parts,
 The first part, points factors impacting innovative climate from the managers
perspectives, these were, innovative climate, rewards and compensations,
competition, training, fair work distribution, teamwork, learning and the
involvement in the innovative think tank
 The second part, discusses factors impacting innovative climate from the supervisors
perspectives these were, innovative climate rewards and compensations and
involvement in the innovative think tank
 The third part, comparison between managers and supervisors perspectives these
were innovative climate rewards and compensations and involvement in the
innovative think tank

Innovative climate
One of the managers pointed that innovation is about employees’ decision whether they wants to
innovate or not. Four of the managers mentioned that creativity is significantly influenced by the
management style in terms of empowering employees.
One of the managers added that producing an innovative climate is related to developing
teamwork and clarifying work responsibilities and action plans.
One of the managers stressed that rewards and compensations in terms of monetary and non-
monetary rewards generates innovative climate.
All managers agreed that the company is practicing innovative efforts. Moreover all managers
mentioned that the company measures innovative outputs. However six of these mangers were
more specific and stated that the output is measured by comparing the obtained results by the
assigned goals.

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Similarities:
 All managers agreed that the company is innovating; employees are always coming up
with new ideas that influence the company performance positively
 All managers pointed the innovative outputs are measured in the company.
 Four of the managers stated that creativity is extremely influenced by the management
style. Empowering employees and giving them chances to create new ideas will impacts
employees and the company positively.
 Six of the managers stated that they measure their employee’s innovative efforts by
comparing the attained results by the assigned goals.

Rewards and compensations

Six of the managers stated that employees are rewarded for their creative ideas through
monitory and non-monitory rewards. However one of the managers was unhappy by the
rewarding policy for rewarding the creative ideas.

Similarities:
 Six of the managers stated that employees get rewarded for their creative performance.

Differences:
 However one of them mentioned that one of the strategies that the company uses to foster
innovation is to reward the creative idea. In contrast one of the managers wasn’t satisfied
by the rewarding system in relation to rewarding the creative ideas.

Competition
Two of the managers commented that one of the effective ways of fostering innovation is to
create a competitive environment. Suggesting that, creating competition between departments on
the best idea of the month for example will motivate employees’ to be more creative and
efficient.
“One way of encouraging innovation is to increase competition between
employees. For example, to implement a competition among the departments

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 that the best creative idea of the month will get certain designed reward”
(AM7).
Similarities:
 Two of the managers commented that one of the effective ways of encouraging
innovation is to create a competitive environment.

Training
Two of the managers commented that employees’ capabilities should be improved through
providing the appropriate training.

Similarities:
 Two of the managers stated that the industry is very competitive therefore innovative
behaviours are necessary.

Fair work distribution

One of the managers commented that workload should be distributed in a way that doesn’t
exhaust the employees. Therefore, enabling employees to have the time to innovate.
“To be able to innovate, workload distribution should be equivalent, because if
someone is overloaded he won’t be able to innovate” (AM6).

Learning
One of the managers suggested that the company should let its employees’ to expose to new
projects, technologies to enhance their skill and experiences. Also the manager used the term
enriching knowledge as a tool to motivate employees to be more creative. Justifying that,
creating new ideas will enhance their knowledge and will add to their experiences. Without
giving the promise that creative ideas will be rewarded.

“Giving the chance to my employees to work in new projects, and new technologies,
I try to convince my team regardless of what the company will think or the manager
will think it all comes back to you, if you’re innovative it will enrich your
knowledge. As I cannot promise them that good ideas will be rewarded” (AM4).

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Teamwork
One of the managers explained that as a result of the financial crises cutting coast was the
company policy for this year. Therefore the company was focusing on motivating employees to
work as teams to increase creativity.
“Because of the financial crisis and the cutting cost policy at the company, so our
employees were encouraged to be creative via teamwork activities” (AM7).

Who is Involved in the innovative think tank?

All managers stated that all employees have the rights to participate in suggesting a creative idea.
But final decision is made by the upper management.

Similarities:
All of the managers commented that all of the employees are given the chance in the company to
participate in suggesting a creative idea. But the final decision is decided through the top
management.

Factors impacting innovative climate from the supervisors

perspective
Innovative climate
From the supervisors perspectives different views arose regarding the term innovative climate.
Two of the supervisors commented that exposing to new technologies enhances employee’s
skills to be more creative. Thus, learning through training is critical to create a positive work
environment.
“Learning new technologies and updating employees with these technologies
through training enhances the innovative climate” (AS1).
One of the supervisors linked innovation to motivation. Explaining that, rewarding strategies
motivates employees to compete and be more creative to get the reward.
“Motivating employees through rewarding who did a special performance would
make others think why they weren’t rewarded. Thus, creating the motives to do a
better job next time. Motivation is very important for any employee, it will make
them work more, he will create good ideas” (AS3)

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One of the supervisors commented that one of the ways followed in his department to foster
innovation is, being close to the employees. Also the supervisor tries to decrease any additional
pressure that could impact the employee’s creativity.
“I foster innovation by trying to be always next to my employees. I’m always with
them when they are dealing with customers. In this way I give them the feeling that
I’m always with them and beside them. Whenever they face any problem they found
me there. For example I deal with all upset customer to reduce the amount of
pressure they face” (AS2).
All supervisors agreed that the company innovates new ideas and the idea outcome is measured
by the company.
“The company is innovative and the result of this new idea is measured” (AS1).

Rewards and compensations

Two of the supervisors stressed that one of the effective ways to foster innovation is to reward
the creative employees. They mentioned that non-monitory rewards are effective tools to
motivate employees to work better. From the monitory side both argued giving employee
monetary rewards such as a certain amount of money motivates employees to be more creative.

“Fostering innovation requires motivating employees through monetary and non-

monetary rewards” (AS2).
However one of them added that salary increase that happens once a year contributes in
encourage employees to invest more time and efforts to come up with creative ideas in the
company.
“Money wise a good salary increase enhances employees (AS1).
One of the supervisors commented that the rewarding policy is dissatisfying and unfair and
inhabits innovation.
“Rewarding for innovative efforts is insufficient more over frustrating. Also it is
impacting employees negatively and it stops them to innovate” (AS3).

Similarities:
 Two of the supervisors mentioned that one of the efficient ways to foster innovation is to
reward the innovative employees.

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Who is Involved in the innovative think tank?
All managers commented that everyone is allowed in the company in participating in suggesting
innovative ideas. However final decisions are taken by the top management.
“Well everybody should be involved (in the innovative think tank) but when it comes
to decisions or to new ideas or all decisions are taken by the top management”
(AS2).

Similarities:
 All managers stated that everyone is allowed in the company to participate in suggesting
creative ideas however decisions are taken by the top management.

Comparison of managers and supervisors perspectives of innovative

climate

The table below provides a clear picture on the data gained from managers and supervisors.
Aiming at, identifying major commonalities and differences between the manager’s and
supervisor’s opinion regarding the concept of innovative climate.

Managers codes Supervisors

codes
Factors AM AM2 AM3 AM4 AM5 AM6 AM7 AS1 AS2 AS3
1
Innovative X X X X X X X X X X
Climate
X X X X X X X

Monitoring
X X X X X X X X

Rewarding
Involvement X X X X X X X X X X
X X
Competition
Training X X
Fair work X
distribution
Learning X
Team work X

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Similarities and differences between managers and supervisors
perspectives of innovative climate

This part discusses similarities and differences occurred between managers and supervisors on
the emerging variables from the semi-structured interview. Differences were amongst the
following,
1- Training
2- Learning
3- Fair work distribution
4- Competition
5- Monitoring.
While similarities were on,
1-Innovation.
2- Rewarding.
3- Involvement.

Innovation
Several arguments arose by all managers and all supervisors on the topic innovative climate.
During the semi-structured interview managers and supervisors were asked to describe their
understanding of how to create an innovative climate.
From the manager’s perspectives innovative climate presence were related to management style
(empowerment), teamwork, work structure, rewarding policy and employee ability and
willingness to innovate. More over all of them agreed that the company is innovating will and
the outputs are measured.
From the supervisors perspectives innovation climate is related to being close to employees and
reducing stress, motivation, rewarding and promotion policy, supervisor support, exposing to
new technologies and the way of dealing with customers. Similar to the manager’s opinion, the
supervisors agreed that the company is innovative and innovative activities are measured.
From the above mentioned point it could be noticed that similarities regarding creating an
innovative climate concentrated on,
 Rewards and compensations policies

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  Both highlighted the importance of the management style however the manager
concentrated on management style by empowerment, while the supervisor pointed that
supportive leadership is important in term of being close to the employees whenever they
need them.
 All of them pointed that the company is innovative.
Similarities:
1-One of the managers and supervisors linked innovation to rewards and compensations.
Rewards
Six of the managers stressed that employees get rewarded for their innovative efforts.
They stated that employees get rewarded by monitory and non-monitory rewards.
In contrast one of the managers and one of the supervisors wasn’t happy by the rewarding system
in relation to rewarding the creative ideas.. The supervisor described his frustration by
commenting that rewarding in the company is not fair and politics plays major role in it.
Two of the supervisors and one of the managers pointed that one of the effective ways to foster
innovation is to reward the creative employees.

Who is Involved in the innovative think tank?

All of the managers and all supervisors commented that all of the employees are allowed to
participate in innovative idea. But the final decision is taken by the top management.

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Appendix J - Company B Interview Data
Appendix J provides the obtained quotes that describe each factor related to the study from all
managerial levels at Company B. Also it presents similarities and differences between the
different managerial levels, and similarities and differences within the managerial levels on each
factor.

Factors impacting the organizational work environment from the

directors perspective
The current study investigated factors impacting the organizational work environment in the
company. Through a semi-structured interview directors and managers, pointed several elements
influencing the organizational work environment in the company from their perspectives.

Seventeen factors were found at the directors’ level these were: motivation, monetary rewards,
non-monetary rewards, job description, teamwork, routine, communication, satisfaction,
physical work environment, training, rotation, delegation, transparency, process,
communication and policy.

However at the manager’s level the nine factors were pointed to be influencing the
organizational work environment at the company which were: rewards and compensations,
teamwork, Physical work environment, training, rotation, delegation, transparency and policy.

Each of these factors are discussed and linked to each of the director and manager related quotes,
to prove its relevance and importance to creating a positive organizational working environment
as shown below.

Motivation
Two directors pointed that motivation is an important factor to producing a positive work
environment.
“Positive work environment includes motivation” BD1.
In addition some stressed that it is important for employees to work in a motivating work
environment. Asserting that the environment should be inspiring by allowing its employees to
develop and grow through creating and implementing new ideas.

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 “work environment has to be stimulating for the employees so they can be
performing and enjoying their work environment, they should have room to
grow, which means that they should have initiatives”BD9.
The conceptual frame work of the study is based on the motivation theories. Therefore finding
from directors that motivation is important factor to creating a positive work environment,
resonate with the theories of motivation that the study based on.
Similarities:
 Two directors stated that motivation is essential factor to producing a positive work
environment.
 Some of the directors mentioned that the environment should be inspiring in a way that it
allows workers to develop and grow through developing and implementing new ideas.
The next section discussed additional factor related to the rewarding system in the company,
considered as factors impacting the organizational work environment.

Rewarding system
One of the directors indicated that the applied rewards system influences the image of the work
environment in regards to being positive or negative.
“An effective rewarding system is an example of a positive working
atmosphere”BD1.
Two types of rewards were mentioned by the directors these were; monetary and non-monetary
rewards. Each will be discussed below,

Monetary rewards

Eight of the interviewed directors mentioned that monetary rewards are very essential factor
impacting the environment. It is noticed that the majority believed that monetary rewards are
important; this finding inspired the researcher to investigate more on the implemented rewarding
system in the company.
“Monetary rewards are important factor that influence the work
environment”BD5.

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Different discussions arose in relation to the approaches or basics followed by the company
regarding the cause of granting monetary rewards. One of the directors stated that monetary
rewards are given in the company according to the achievements of its employees.
“I'm rewarded with the achievement I am getting”BD5
The justification of the statement is associated with the sales department that the director is
leading, where rewards are given according to the achieved target.
Two directors added to the previous statement that distinguishing between employees when
rewarding them is essential pointing to the concept of “fair appraisal”.
“Distinguishing between the people with high, medium, low performance is
important, and here comes the fair appraisal which we have twice a year.
According to the appraisal we decide on bonuses. Bonuses are related to the
performance, achievements, to personal skills and competencies to initiatives, and
participating in voluntary work, there is a lot of things to consider in order to
operate the bonus for the employees”BD6.
Both directors are leading departments (quality, communication) were creative thinking and high
performance is specifically needed. Making distinguishing between employees performance
when granting a reward is essential to avoid dissatisfaction that might cause low performance.
In addition, one of the directors referred to the HR responsibility for building an appropriate
rewards and compensations system. Emphasizing that creating efficient rewarding and
compensation plans, contributes to enhancing employee loyalty toward the company.
“The HR is responsible to implement an appropriate rewards and compensation
plans for the individuals, resulting in increasing loyalty”BD2.
Moreover one of the directors asserted that rewards are very important in creating a positive
work environment pointing that the system needs improvement in the company.
“Rewards are essential to the work environment and I think that the company
needs to work on developing the rewarding system”BD2.

One of the directors related the importance of monetary rewards to the Jordanian culture.
According to the director perspective Jordanians are mostly aware about money, title and
evaluation. Pointing, the significant affect of the monetary rewards on employee’s satisfaction.

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 “Employees need title and money and this is related to the culture (Jordanian).
But the way I manage my employees is participative management so the only
room for satisfaction would be monetary side, evaluation and job title. For me job
satisfaction is mainly professionalism, autonomy, respect, appreciation” BD7.

In contrast one of the directors emphasized that rewarding in terms of money is important to
enhance motivation but it is not the most important. Arguing that, appreciation should be the
start and the next step should be the monetary rewards.
“ok this is a very important topic because there is always this perception that
money generates motivation but really not only, it starts with saying thank you, it
starts with appreciation in non monitory ways and of course in the end it has to be
translated into money because this is absolutely how you reward but it is not the
first step, and money alone is not sufficient”BD9.
This argument maybe related to the directors frustration with micromanagement from his upper
management. As the director indicated his dissatisfaction with the upper management behavior.

Similarities:
 Eight of the directors pointed that monetary rewards are important factor impacting the
work environment.
 Two of the directors mention that the given monetary rewards are based on employee’s
achievements in the company.
 Two of the directors indicated the importance of the fair appraisal.
Differences:
 One of the directors stated that monetary rewards are the most important type of rewards
for the employee’s referring to the culture. While another director mentioned that
appreciation comes first and monetary rewards should follow.

Non-monetary rewards

Six directors agreed that non-monetary rewards are significant factor influencing the
organizational work environment positively.

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 “Appreciation and recognition bring up a positive work atmosphere” BD4.
However was discussed from different views. Some indicated that applying formal way of
appreciation is an effective tool such as appraising employees in front of others. Granting a
certain gift would increase and enhance their motivation to work especially when monetary
rewards are minimal or restricted due to the company policy.
"appreciation is good, simple gesture from a manager or a top hierarchy person
would be of great help, I'm talking about this because I'm doing that with my
subordinates, the tools are minimal to give them money for their achievements ,
yet with a tap on the back making let's say a formal appreciation for them in front
of their colleagues would give a great impact on their job and at the same time
would give you a positive nature within the team that if I did like what he did I
will be appreciated to” BD5.

Another director discussed the affect of appreciation and recognition on employee’s turnover of
the company. Emphasizing that lack of appreciation and recognition could results in high
turnover.
“You find a lot of people who leave a company not only because of money but,
just because they are not getting a daily appreciation of their work, they are not
acknowledged or recognized” BD9.

Similarities:
 Six directors agreed that non-monetary rewards important factor impacting the
organizational work environment.
 Some of them mentioned that using the formal way of appreciation is an effective tool
especially when it’s hard to provide the monetary rewards.
The next section discuses another factor which was believed to influence the organizational work
environment, this factor is recruitment as shown below.

Recruitment

Two directors raised the issues that matching employees skills with their positions and job
requirements contributes to creating a positive work environment

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 “Fair distribution and the allocation of man power to position that fits their skills
and competencies and organizational requirements, contributes to a positive work
environment” BD2.
Similarities
 The directors argued that matching skills to job requirements is important issue because
of its influence on the work environment.
The upcoming section will point job description as a factor impacting organizational work
environment from the directors’ perspectives.

Job content
One director mentioned that endorsing employees by providing clear criteria of different aspects
of their job requirements such as responsibilities facilitates creating a positive work environment.
“When you have basically the proper description for every employee when it
comes to his job or responsibilities this produces a positive work atmosphere”
BD1.
The next section will discuss teamwork as a factor impacting the company environment.

Teamwork
A question was asked during the semi-structured interview aiming at indicating the importance
of teamwork in relation to the organizational work environment. As a result all directors
indicated that team work is a critical factor contributes to producing a positive work
environment.
“Absolutely Team work is one of the important elements to producing a positive
work environment” BD1.
Several comments mentioned by the directors regarding issues related to the teamwork concept.
Two of the directors indicated the importance of the presences of teamwork spirit among
employees. Moreover, stressing the importance of sharing knowledge and learning from each
other.
“Employees should be able to work in teams, and to learn from one another,”
BD9.

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In addition, two of the directors suggested that sustaining a friendly environment requires
building good relationships between employees at all levels. Good relationships were described
as maintaining a kind of informal relationships between employees.
“Positive work environment means that there is team spirit, there is a bit of
informal relationship, I don’t say personal but a good level of relationship
between them not just very purely professional. Because at the end of the day they
spend eight hours together so there has to be some sort of a good relationship a
bit past the professional relationship”BD3.
During the interview the researcher noticed that both directors are happy about the maintained
relationship with the upper management. Moreover it was noticed that this relationship is
influencing their work environment positively.
Another director added that maintaining teamwork spirit helps in achieving the established goals.
Asserting that successful task accomplishment via teams is a sign of a positive work
environment. Especially when these tasks are restricted to time limits. And require the whole
team contribution to complete it successfully.
” I think what really shows a positive atmosphere is when times of stress or short
delivery dates is when everybody really puts all their effort into making things
happen whether it’s their rule or not, I’m talking about a team that’s working
together that have different jobs but still they are all under the same entity like in
my department we handle events we handle advertising we handle internal
communication so the positive work environment it really manifests itself mainly
when we have a project that we need to deliver where everybody steps in whether
it’s their job or not they all come together they all support each other” BD3.
It’s obvious that teamwork were related to goal achievement due to the nature of the department
work requirements, were projects requires teams efforts and to stick to a certain deadlines.
However one of the directors stated that the effectiveness of any team depends on individuals,
whether they like working in a Team or not. Stressing that team work should happen between
departments and at all organizational level.
“Team work depends on the individuals if they want to work as a team but the
corporation between different department teams is important and you can see it in
Company B how different departments work with each other”BD2.

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Similarities:
 All directors highlighted the importance of teamwork in producing a positive work
environment.
 Two of the directors focused on the importance of employee’s ability to work in a team
and learn from each other.
 Two of the directors emphasized on building good relationships between employees at all
levels. Thus, sustaining friendly environment at all levels maintaining good relationships
between teams helps in achieving the established goals.

Routine
Three of the directors agreed that working on routine tasks impacts the work environment
negatively. Working on challenging, new and variety of task creates an enjoyable organizational
work environment.
“What I'm doing is something I really enjoy in the sales department. The word
routine is not in our dictionary, we’re in a new business every day. We don’t have
the repetitive and constant routine of work. So, we, the sales department everyday
is a new day, so routine is not there. Indicating to a positive working
environment” BD2.
The director expressed his happiness about the type of work managed by him. Explaining that,
the department is always countered with new challenges, tasks and situations. According to the
director this situation contributes to creating more enjoyable and positive work environment.

Communication
Four directors emphasized that effective communication between subordinates and mangers at
all levels influences the organizational work environment positively.
”What I’ve enjoyed least in my environment is during the restructuring, whereby
people virtually shut the door of the communication. During restructuring you
face through lots of phases whereby you reach the point of denial, so basically it's
was really hard time for the business and let's say for the manager or the sub-
ordinate to survive in such a situation.”BD5.

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These directors have worked during the restructuring phase of the company when the merge
happened. They experienced problems resulting from lack and failure of communication. The
researcher thinks that the directors pointed to the importance of maintaining proper
communication, because of the experienced difficulties during the restructuring process which
impacted their work environment.

Also one of the directors complained about the lack of communication across departments in the
company.
“One of the things that I enjoy least is lack of communication between/ across
departments “BD7.
Similarities:
 Four directors emphasized on the importance of the effective communication between
employees and between mangers at all levels. Because of its influence on the
organizational work environment.

Satisfaction
One of the directors revealed the concept of “win to win” situation for the company and its
employees. Explaining that, both the company and its employees should be equally satisfied
from the exchangeable benefits between them. Thus, the company is happy with its employee’s
performance in the same time the employees are satisfied from what they are receiving according
to their performance. Accordingly, this situation is considered to be an indicator of a positive
work environment.
“To be a win to win situation for both the management and employee, where by
once the management is satisfied with the work of the employees, and the
employee at the same time is satisfied with appreciation from the management, I
think that this would be a positive indicator of a positive work environment”BD5 .
Physical work environment
Seven of the directors indicated that a positive work environment should provide the basic tools
for employees to work with. Such tools facilitate and improve the way of working and ultimately
enhance the organizational work environment.

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 “ you need the basic tools for any employee, I mean an office, good lightning,
good condition, the basic tools to do the job, the PC, the printers, this is what I
consider as an positive work environment” BD8.
One of the directors expressed his discomfort with the physical structure of the workplace at the
company. Stating that the building is rented by the company and due to these issue offices
doesn’t have the adequate and comfortable structure in terms of spacing, lighting and air
conditioning for example.
” The company does not own the building. Therefore the spacing is very tight,
lighting and air condition were not operating so well in all sections” BD8.
Thus, one of the indicators of a positive work environment is when people are comfortable with
their surroundings
In contrast two directors were happy about their physical work environment conditions.
“The provided facilities in the company in terms of physical recourses are
satisfying to complete work successfully” BD6.
The researcher justifies these two contradictory opinions to the renting issue in the company.
Were maintenance is not done properly by the owner as the researcher observed that some part of
the building is in a better condition than others. Moreover offices spacing and size in the
company were different between departments causing tightness in some sections and reasonable
spaces in others.

Similarities:
 Seven of the directors indicated that a positive work environment should provide the
basic tools for employees to work with.
Differences:
 One director pointed his discomfort with the physical structure of the workplace at the
company. In contrast two directors were satisfied about their physical work environment
conditions

Training

Eight of the directors emphasized that training is an important method that improves and impacts
the organizational work environment.

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 “Training is one of the most critical issues to improve the work environment;
moreover it creates a positive working environment” BD4.
According to the directors, training concept was discussed from different perspectives.
Two of the directors stated that providing the proper training is one of the main concerns when
applying the training program to its employees. The provided training should suit and match
employee’s requirements, and develop and enhance employee’s skills. Also employees should
have the time to accomplish the required training program.
”Training is needed but the thing is having the time to accomplish it. And the
company should provide the proper training to the proper parties; effective
training depends on the type of training provided”BD1.

Three of the directors described training as a learning tool that contributes to improving
employee’s skills and thinking. However each one of those pointed to the positive impact of
training on employees in different ways. One of them stated that training improves creativity the
organizational work environment.
“Training is one of the learning and development tool for the employees, so yes it
impacts the innovation and the environment for the employees, yes”BD6.
Another asserted that training develop the feeling for employees that the company is investing in
them.
“Training is a tool to improve learning; however its importance comes from the
need of employees to feel that the willing to invest in them”BD3.
The last one noted that training kills job routine. Being a way from work for a certain period of
time while practicing new activities and obtaining new knowledge, increases employee’s
motivation to get back to their normal work again.
“Training definitely, training is fundamental this is how you improve and also it
takes you out of your day to day job, think of other things, open your mind to
other areas so this is definitely critical and successful tool for learinig”BD9.

Similarities:

 Eight of the directors insured that training is an important issue to improve organizational
work environment.

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  Two of the directors confirmed that applying the proper training is one of the major
concerns when providing the training program to its employees.
 Three of the directors described training as a learning tool that contributes to enhancing
employee’s skills and thinking.

Rotation
During the semi-structured interview three of the directors pointed at the importance of job
rotation for the organizational work environment specially when focusing on the
telecommunication sector. According to them, this sector requires high skilled employees; thus
implementation rotation as a strategy in the company develops the required skills and experience
for employees to perform their job.
“Job rotation, I’m one of the examples, when I joined this company I used to be
the sales training manager, then I shifted to sales manager then back as a
business developing manager, H.R manager and now I am the lead director, so
basically again for a telecom company and our environment in particular job
rotation is really critical”BD5.
The researcher felt that these directors indicated the importance of this issue because firstly, one
of the directors experienced job rotation in the environment of the company and felt the positive
impact of it on his own career path. Secondly, one of the directors participated in the
restructuring stage of the company were rotating employees were critical. Thirdly, rotation is
important to this sector as it aid in learning and gaining different skills from different
departments, which is essential element for the company success in such highly technological
and competitive market.

Similarities:
 Three of the directors stated the importance of rotating employees for the organizational
work environment in the telecommunication sector.

Delegation

During the interview all directors pointed the importance of delegating authority when they were
asked about its criticality in producing a positive work environment.

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 “Getting the proper authority is one of the important aspects in producing
positive work atmosphere” BD1.
Three directors commented that delegation depends on the availability of the proper capabilities
and skills that can handle dealing with the delegated issues. Also they believe that it should be
practiced within a certain limits.
“Delegation is critical, dependable on the support unit, if you have the confidence
and the belief that your subordinate is capable of course with the empowerment of
such subordinate, I think delegation is good but with limited authority”. BD5
Two of the directors related the presence or the amount of autonomy allowed in any company to
management style.
“Sometimes there is micromanagement, your boss goes to the details of your work
and doesn’t give you autonomy” BD7.
These two directors showed their frustration about their relationship with the upper
management. As they were complaining about the curiosity of the top management for going
through all their daily work details.

Moreover one of the directors explained that delegation can be used as a tool to motivate
employees to work better, especially when the management is restricted to a certain budget for
rewarding employee’s financially.
“So we can say that delegation is another way of motivation”BD2
The researcher believes that the director pointed delegation as an aiding tool to motivate
employees due to the nature of the department he is managing, as the achieved targets are
rewarded by a certain amount of bonuses. Thus, when financial rewards are minimal, delegation
can be used as a tool to keep employees motivated to work.
Furthermore one of the directors stated that delegation reflects to its employees that they are trust
worthy by the management. Also a successful manger is the one who delegates some functions in
order to decrease the amount of work load on him, and to keep the teamwork spirit up. But
emphasizing that limited delegation is crucial.
“Delegation also reflects the trust of the manager in his employees, and in my
opinion the successful manager will delegate his jobs to the sub-ordinates,
because if he want to do everything his way by himself, he will be loaded and

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 there is no need for the team, now you can delegate some functions, but you
cannot delegate the authority in some critical issues so it's important but not in all
situations, in some critical missions you cannot delegate”BD6.

Similarities:
 All directors stressed the significance of delegating authority when they were asked
about its importance in producing a positive work environment.
 Three directors commented that delegation depends on the availability of the proper
capabilities and skills that can handle dealing with the delegated issues. Also they
believe that it should be practiced within a certain limits.
 Two of the directors linked the existence or the amount of autonomy given in any
company to management style.
Transparency
According to one director clarifying rules is an important component to the producing a positive
organizational work environment.
“Negative work environment occurs when the company lacks transparency in
terms of rules and terms” BD1.

Process

Three of the directors commented that implementing a smooth process in the organization
contributes in enhancing work performance and the organizational work environment. Also they
mentioned that long processes are de-motivating.
“Processes are too long and sometimes it gets tiring, it’s un-motivating when you
have an idea and processing it takes too long. Long process de-motivate and
creates a negative work environment”BD3.
Similarities:
 Three of the directors stated that implementing a smooth process in the organization
enhances job performance and the organizational work environment. Moreover long
process is de-motivating for employees.

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Policy

Two directors mentioned that the company policy needs some improvement. Improvements
should be made in regards to the use of professional language, rules and regulations, strict law
that protects employee’s rights.
“Policy in the company needs to be improved in terms of professional language
all the time, rules, regulations and strict law that protects employees, these
improvements will enhance the work environment in the company” BD7.
The previous comments were mentioned because of the negative relationship with the upper
management of both directors. The other directors didn’t comment the same as they were happy
with the upper management behaviour.
Similarities:

 Two directors stated that the company policy needs some improvement in certain areas.

Factors impacting the organizational work environment from the

managers perspective
Rewards and compensations

Both mangers stressed on the importance of rewards and compensations whether monetary or
non-monetary as an important factor impacting organizational work environment.

Similarities:
 Both managers have agreed that rewards and compensations are an essential factor that
produces a positive work environment.

Team work
Both managers stressed that teamwork is necessary for producing a positive work environment.
They added that employees should ability and capabilities to work within a team in order to
perform teamwork successfully.

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 Similarities:
 Both managers insured that team work is essential for the organizational work
environment.

Physical work environment

One of the managers was frustrated with offices distribution, lack of privacy and lighting at the
company.

Training
According to the interviewed mangers both of them emphasized that training is important to
creating a positive work environment. They added that formal training which grants completion
certificates is the main focus.
However one of the managers encouraged sharing the obtained knowledge across the company
departments.

Similarities:
 Both managers stated that training is important to creating a positive work environment.
Moreover they mentioned formal training which grants completion certificates is the
main concern.

Rotation
One of the mangers pointed that rotation is important to the work environment.

Delegation
Regarding this concept one of the mangers argued that the amount of authority given in taking a
decisions impacts both working schedule and the organizational work environment.
The other manger pointed the difference between empowerment and delegation. Stating that
empowerment is allowing a kind of authority and not full one while delegation is related to full
authority.

Transparency
One of the mangers emphasized on the importance of transparency as a factor influencing the

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environment of the company.

“talking about us as a medium levelled management in the company we don’t

know everything, but sometimes we find out about things a little bit late than we
should know”BM1.

This issue has been pointed out in relation to the upper management policy, were ambiguity
occurs when new managerial decisions are made. The other manger didn’t complain due to the
nature of his work. As he is leading a project in the company managed by his own, were if any
changes in the company happens it want affect him.

Policy
Company policy was criticized by one of the managers in regards to the annual increase and
promotions, stating that it is not clear.

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Comparison of directors and managers perspectives of
organizational work environment

Factors BD1 BD BD3 BD4 BD BD6 B BD8 B BM BM

2 5 D7 D 1 2
9
Monetary rewards X X X X X X X X X X
Non monetary X X X X X X X X
rewards X
Motivation X X

Recruitment X X
Job description X
Team work X X X X X X X X X X X
Routine X X X
Communication X X X X
Satisfaction X
Physical environment X X X X X X X X X
Training X X X X X X X X X X
Rotation X X X X
Delegation X X X X X X X X X X

Encouragement X
Transparency X X
Process X X X
Communication X
Policy X X X

The table above was designed in order to help the researcher to compare between the directors
level and the manager level. The table will assist the researcher to find the similarities and
differences easily.

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Similarities and differences between directors and managers
perspectives on organizational work environment
This section spots similarities and differences occurring from comparing the data obtained from
a semi structured interview between two different managerial levels. The differences between
directors and managers were on,
1- Routine.
2- Job description.
3- Recruitment.
4- Communication (between employees)
5- Satisfaction.
6- Process.
7- Communication (between departments).
However similarities appeared on,

Monetary and non-monetary rewards

As shown bellow several similarities revealed regarding the psychological part of the
environment, when the researcher conducted a comparison between the two managerial levels.
Both directors and managers agreed that monetary and non monetary rewards are important. In
addition both stressed the importance of team work.
Eight of the interviewed directors mentioned that monetary rewards are significant factor
influencing the organizational working environment. Moreover six directors agreed that non-
monetary rewards are significant factor influencing the organizational work environment
positively. Similarly, rewards whether monetary or non-monetary were pointed by both
managers as a key factor affecting the organizational work environment in the company.

Teamwork
Both managers stressed that teamwork is critical for creating a positive work environment.
Stating that, employees should have the ability and the desire to work within a team.
All directors indicated that team work is essential factor contributes to constructing a positive
work environment. Regarding the presence of teamwork spirit only two directors have
mentioned the importance of the desire of sharing information and learning from each other.

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Physical part
One of the managers was unhappy with the offices distribution and lighting at the company.
Moreover the manager was upset about the lack of privacy that occur form bad offices
distribution. One of the directors argued about his discomfort with the physical structure of the
work environment at the company.
In contrast to the previous directors and manager, two directors were satisfied and comfortable
about their physical work environment conditions.

Training
According to the interviewed mangers both and eight of the directors emphasized that training is
important to creating a positive work environment.

Rotation
One of the mangers and three directors mentioned that rotation is essential in relation creating a
positive work environment to the work environment

Delegation
During the interview all directors and both managers pointed the importance of delegating
authority in producing a positive work environment.

Transparency
One of the mangers and one of the directors emphasized on the importance of transparency is an
important component influencing the environment of the company

Policy
However the other manger didn’t complain about the company policy as he is leading a
temporary project by his own that aims at improving and changing the structure of the company.

Factors impacting the job satisfaction from the directors perspective

The researcher tried to obtain information regarding factors influencing employees job
satisfaction at the compaany. Semi-structured interviews were conducted at two different

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managerial levels, revealing two different opinions regarding factors impacting job satisfaction
in the company.

At the directors level the related factors were: rewards and compensations including monitary
and non-monetary rewards, rotation, trainig, delegation, physical work envrionment,
progression and monitoring plans, teamwork, job content, management style, routine,
seupport environment, recruitment, culture, head count, work envrionment and industry.
However at the management level the suggested factors were: Rewards and compensations
incorporating monetary rewards and non-monetary rewards, training progression and
monitoring plans, team work, job content, management style, recruitment and work
environment.

Rewards and compensations

Rewards and compensations are concerned with financial or non-financial return gained from
exchangeable benefit between the company and its employee’s.
The researcher noticed that rewards and compensations is a major concern as all directors
indicated its important impact on employee’s job satisfaction.
“I would say the rewarding policy will affect job satisfaction” (BD8).
Compensations plans were discussed by focusing on the provided salary and benefits. Three of
the directors agreed that salary is a critical issue impacting job satisfaction.
“One of the important job characteristics for employees is having good salary
and position” (BD7).
Two of the directors expressed their satisfaction on the compensation and commission system
followed at the company. They described it as an effect tool that satisfies the employee needs in
terms of salaries and salary increase. The researcher noticed that both directors were comparing
their situation to other local companies in the market. The researcher felt that due to the financial
crisis few of these companies increased their employees’ wages.
“we have a very interesting commission plan or compensation system for sales
people, yes we have the incentive, and on yearly base we do the revision of salary
increase, in fact we are one of the few companies that really had increased
employees’ salaries last year. While most of the companies were following the
strategy of cutting cost such as reducing the number of employees or reducing

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 their salaries. We were among the few companies or organizations that granted
salary increases.” (BD2).
All directors commented that the provided benefits are satisfying. However certain benefits are
based on seniority and are granted to a certain level of employees in the company.
“Everybody is entitled to health insurance, and actually we are the only company
that offers health insurance for him, his family, and his parents, so it’s a very
good benefit, plus there is the provident fund that you participate with a part of
your salary and you get that money at the end so it’s like a saving account. Of
course all the benefits on the discounts on handsets on the lines, free phone calls,
discounted ADSL, and the seniority yes the higher grades get better
benefits”(BD3).

The rewarding policy in the company was discussed through differentiating between two
different concepts which were monetary and non monetary rewards.
Starting with issues related to monetary rewards, one of the directors stressed that it’s important
to use monetary rewards as a tool to distinguish between employees to improve job satisfaction.
Even though monetary rewards are exercised for unique performance in the company still it is a
poor process that needs improvements.
“Now they did lately extra bonus to distinguish employees (to enhance job
satisfaction), but it’s still it is very shy process” BD6
Moving to the non-monetary rewards, five of the directors mentioned that appreciation has direct
impact on job satisfaction.
“Thank you is as simple as that, simple statement but makes wonders and
increase satisfaction” (BD1).
Two of the directors pointed that appreciation is the most important rewarding method to their
employee. Further they stressed that it is more important than monetary rewards.
“I believe appreciation is not by money, by saying it, saying thank you is the most
important and is more important than monetary rewards” (BD8).
Two of the directors commented that the try to maintain practicing appreciation with their team,
as a non-monetary tool. Thankful emails and appreciation certificates or gift voucher is one of
the ways.

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 “what I do for my team I always send a thank you, and I always ask the
management to remember my team and always send a thankful letter to them”
(BD1).
Similarities:
 All directors stated that the rewards and compensations impacts employee’s job
satisfaction.
 Three of the directors mentioned that salary is a critical component influencing job
satisfaction.
 Two of the directors showed their satisfaction on the company compensation and
commission plan system.
 All directors commented that the company provides good benefits to its employees but
some of these benefits are based on seniority.
 Five of the directors pointed that appreciation has direct effect on job satisfaction.
 Two of the directors are trying to maintain appreciating their team, as on-monetary tool
in their department.

Rotation
Three of the directors pointed that rotating employees enhances job satisfaction. They mentioned
that employees needs and asks for new tasks all the time. Thus the manager should challenge his
employees and expose them to new tasks to enhance their skills.
“Job satisfaction for them is linked to job rotation, what really they need and they
keep asking for is to do new things, so the challenge for the manager is to manage
to provide new things all the time, I mean new things, I don’t mean new because
they are new, things in order to enhance their skills”(BD9).
One of the directors mentioned that the company is implementing job rotation strategy.
Employees are exchanging position and duties all the time.
“job rotation is implemented every now and then, we’re rotating between section
heads, team leaders, we’re changing jobs every now and then between individuals
as well, and a call centre agent can work as sales sometimes and goes back to the
original position, and vice versa”(BD2).

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Similarities:
 Three of the directors linked job satisfaction to job rotation.

Training
Training in terms of enhancing employees skills by learning new knowledge was indicated as a
way of improving employee’s satisfaction. Five directors confirmed the relationship between
training and job satisfaction.
“Job satisfaction is highly linked with training” (BD6).
The provided training opportunities by the company were discussed from different anchors.
One of the directors mentioned that as part of the rewarding system the company trains its best
achievers in France. The provided training allows the employees to interact with different
cultures. Interacting with different cultures was indicated as a positive issue that takes employees
out from their daily work routine. As a result employees will return to their jobs more motivated
to work and more experienced.
“For the best achievers we send the employees to France for training sessions in
business schools or we send them for few days of interactions with other
controllers from other countries from different countries of Company B or
France. This is always very positive, people enjoy that, so they are taken out of
their daily job, they go to France so it's a part of the rewarding system, because
we send the people who deserve that” (BD9).
One of the directors mentioned that the company has its own E-learning school that provides the
required training for the employees.
“We have Company B management school it applies E learning and actual
workshops. Let’s say I require a certain management skill that I want to improve
through it my skills and my subordinate’s skills. I ask for such a course and they
provide it with E learning and then we do a course on that, the course is a pure
case study that we study and it highlights the training requirements” (BD5).
Three of the directors stated that the company is motivating its employees and enhancing job
satisfaction by providing the proper training that improves their skills.

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 “we are taking care of them (employees) , and we are motivating them by training
courses, being close to them, close coaching sessions, on the job training and all
sort of training and coaching to lift their skills up”(BD2).

Similarities:
 Five directors confirmed that training impacts job satisfaction.
 Three of the directors stated that the company motivates its workers and improving job
satisfaction by providing the right training that improves their skills.

Delegation
Delegation was described before as the amount of authority given in taking decisions.
Three of the directors mentioned that delegating authority to employees contributes to job
satisfaction.
“Delegating authority contributes to satisfaction” (BD1).
Similarities:
 Three of the directors pointed that delegating authority to employees contributes to job
satisfaction.

Physical work environment

Providing the appropriate working conditions such as suitable surroundings and tools contributes
to employee’s job satisfaction. Two of the directors indicated the significant effect of the
physical work environment on job satisfaction.
“Providing the right environment the basic tools increases job satisfaction”
(BD8)
Similarities:
 Two directors indicated the importance of the work conditions to satisfaction.

Progression and monitoring plans

Progression and monitoring plans could be named as the performance appraisal in the company.
Thus, it is the process which allows an employee to know the degree of mach between his
performance and the overall company goals. Also it provide the company rich resource of
information about what needs to be done to improve the company and employee efficiency.

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Two of the directors agreed that having a clear progression and monitoring plans for each
employee contributes to job satisfaction.
“Definitely grading system, the appraisals contributes to job satisfaction”
Four of the directors indicated that progression and monitoring plans are very well implemented
in the company. Employees performance is observed and evaluated following a certain criteria
embedded by the management. The criteria specify the objectives and targets that are need to be
met by each employer. Accordingly the management and the HR decide on the worker who
deserves to be promoted.
“In terms of the progression when we do evaluations at each semester the
manager has to say whether the employee has good/bad or high potential and
ambition and so on, there are 3 criteria. Also there is a human recourses team
comity who every year decides on people evolution” (BD9).
Moreover one of the directors added that progression and monitoring plans are implemented as a
policy in the company, however it could not be practiced properly because it depends on the
availability of vacancies.
“The company has a well established progression and monitoring plans. But it
depends on the performance and on the vacancies or the opportunities in the
organization. Sometimes it's the time for an employee to be a team leader, but
there is no available vacancy for team leader, so there is a plan but can't be
implemented accurately, it is not a must or an obligation to get promoted in a
certain time”(BD6).
In contrast three of the directors complained about not having a clear progression and monitoring
plans. Suggesting, the company and specifically the HR department should work more on this
issue.
“We need to work on providing clear progression and monitoring plans.
Moreover the HR department should make more effort to implement a proper
one” (BD8).

Similarities:
 Two of the directors agreed that designing a clear progression and monitoring plans
contributes to job satisfaction.

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Differences:
 Four of the directors stressed that progression and monitoring plans are very well
designed in the company. While three of the directors were frustrated about not having a
clear progression and monitoring plans.
Teamwork
One of the directors highlighted that the presence of teamwork spirit influences job satisfaction
in the company. Teamwork was described as the ability to work within a team and perform the
assigned tasks and goals.
“When employees are successful working together within a team; job
satisfaction increases” (BD3).

Job content
One of the directors mentioned that one of the company methods of enhancing job satisfaction is
creating clear job description and design.
“The company has enhanced job satisfaction by working on job design and job
description” (BD5).
Five of the directors agreed that they have a clear job description for each department and for
every worker.
“Of-course definitely for each and every job there is clear job description”
(BD2).
Job description in the company is designed but it needs refreshment every certain period of time.
This comment was raised by two directors.
“We don’t refresh them as quickly as they should be, because the changes are
very quickly, actually you have job descriptions for the ordinary job descriptions,
senior controller, junior controller, controlling director, so everything is
documented”(BD9).
Two of the directors stated that job description is their however not all employees follows it
exactly. Pointing that when the environment is positive the company employees become more
creative and work further than what is required.
“We do, yes, but it doesn’t mean that we stick exactly word by word to the job
description, when you create a positive environment people tend to do even more
and beyond the job description” (BD4).

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One of the major differences that the researcher found, two of the directors indicated that they
don’t have clear job description provided by the company.
“I don’t have clear job description” (BD3).
In addition one of them added that she designed her own when she joined the company however
her employees do not have it.
“When I joined actually it was a funny job description. It didn’t have any media
planning, didn’t have anything related to communication, I designed my own job
description, but my employees they don’t have it” (BD1).

Similarities:
 Five of the directors stated that they have a clear job description for each department and
for every employee.
 Two directors agreed that job description is implemented however it needs updating.
 Two of the directors stated that job description is not followed by all employees.
Differences:
 Two of the directors stated that they don’t have clear job description provided by the
company.

Management style
Two of the directors indicated that management style plays a major role in employee’s
satisfaction. For instance an employee would be granted a good salary with a proper title but still
not satisfied because of the management way, procedures and policies.
“Management style is important the way the company has managed the vision
and the direction. The management style has a significant role actually, the
biggest role, because you can have all of this (salary, title ...etc) but not happy
with the way you’re being managed, so management style is an important factor
in relation to job satisfaction” (BD3).
Similarities:
 Two of the directors indicated that management style has a major impact on employee’s
satisfaction.

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Routine
Routine in work was considered as a way of killing creativity and impacts employee’s
satisfaction. Three of the directors expressed that employee’s in their department are frustrated
from doing the same tasks all the time.
“I think that from my past experience I just noticed that the first thing is that
routine kills everything and as a most it kills creativity, and impacts the
satisfaction” (BD1).
Similarities:
 Three of the directors pointed that their employee’s dissatisfied from doing the same type
of work all the time.

Support environment
Gaining team and company support and recognition leads to a satisfied employee this statement
was indicated by one of the directors.
“With the support of your team, the support of the organization and recognizing
your services job satisfaction increase” (BD4).

Recruitment
Two of the directors indicated that job relevance is very important. Recruiting employees in the
right place is essential. Thus, matching employees’ skills and capabilities with the assigned role
influences job satisfaction. Moreover granting a salary that matches these skills increases job
satisfaction.
“Positioning the employee in the right place, whereby you have the job
description and you have the employees’ capabilities and characteristics and of
course skills and experience. if you have a right match between this and that of
course with the right grade and salary I believe the employee is fine”(BD5)
Similarities:
 Two of the directors indicated that job relevance impacts job satisfaction.

Culture
One of the directors indicted that being from one culture facilitate the work. In Jordan most of
the workers are locals it’s hard to find foreigners working in any organization. All employees

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come from the same culture and have the same values and norms and habits. This situation
minimizes conflicts between workers and facilitates the work therefore contributing to the
organization success.
“I think the social environment plays a major role, I'm not generalizing, but in
Jordan in particular the social environment plays a major role, because you come
from the same community, where everyone knows everyone, and this facilitates
your work within the environment”(BD5).
Head counts
One of the directors mentioned that number of workers employed in each department influence
workers satisfaction. For instance lack of workers will increase work load and stress, resulting in
dissatisfaction.
“From my experience definitely head counts impacts satisfaction” (BD1).
Work environment
One of the directors linked work environment to job satisfaction supporting the proposed study
model. The director mentioned that the environment should be inspiring in a way that employees
enjoy working in it. Moreover he highlighted the importance social relations between employees.
According to him such environment will increase employee satisfaction.
“Job satisfaction is about stimulating environment and environment that you enjoy
working in everyday, and it’s about people relations between each other” (BD9).
Industry
One of the directors suggested that the industry which the company operates in should be
considered when applying the study model. This was mentioned when he was asked whether any
additional factor is needed to be added to the proposed model.
The company is operating in a very competitive market to compete and success in this situation,
innovation is strongly required. Therefore creating an innovative climate by increasing job
satisfaction and enhancing the work environment is critical for the company survival.
“I think the industry is important, I will not limit it to factors within the company,
what creates an innovative climate let's say that in Company B is that the telecom
industry is crazy, it's very competitive and very dynamic, it's not because
Company B is dynamic, Company B is dynamic because it has to be dynamic, so
learning, support environment, job content, all of this is inside the company, I
would add maybe something that is about the industry you operate in” (BD9).

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Factors impacting the job satisfaction from the Managers
perspective
Rewards and compensations
One of the manager’s pointed that salary that matches employees education, experiences and title
is the most important to reach job satisfaction.
Moreover the manager was dissatisfied with the company compensation policy claiming that, it’s
not clear and it depends on the management decision. While the other manager stated that
according to the employees appraisal they rewards inform of a bonus. Both managers were
satisfied by the provided benefits provided however they stated that some of the benefits are
based on seniority.

Similarities:
 Both managers were satisfied by the benefits provided by the company
Differences:
 One the manager was frustrated by the company compensation policy while the other one
was finding it satisfying.

Training
Both managers pointed that learning new things is very important for employee’s satisfaction.
Indicating that learning can be obtained by training and learning from colleagues or sometimes
from customer.
“But satisfaction comes also with learning new things like attending trainings, or
through team members, from your pears and from your customers also” (BM2).

Similarities:
 Both of the managers indicated that learning new things is very important for employee’s
satisfaction

Progression and monitoring plans

One of the managers mentioned that the company progression plan is somehow clear. It presents
a picture of employee’s career path in terms of salary and position.

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The other manager commented that it changes every now and then. Commenting that,
monitoring employee’s progress is done through the appraisal system.

Team work
One of the managers ranked teamwork as the second important factor after salary in relation to
reaching employees job satisfaction.

Job content
Both managers agreed job description covers all aspects for the employees.
Similarities:
Both managers agreed that employees have clear job description.

Management style
Management style was considered by both managers as an important element impacting job
satisfaction.
“Management style has a significant impact on job satisfaction” (BM2)
However different arguments were raised by both of them. One of the managers commented
that one of the major causes of dissatisfaction is the management style of the company. Pointing
at the negative effect of the lack of transference and communication between the upper
management and the employees, regarding new decisions taken.
“when the management itself is not clear, when there are decisions taken that affects all
of us, and we hear from people, the direct manager doesn’t say, no transparency, it
generates dissatisfaction”(BM1).
While the other one discussed the importance of distinguishing between types of employees
regarding the suitable way of managing them. For instance some employees are likely to be
working under a controlling manger. However others like to have their freedom on making
decisions and managing their work. Therefore an effective manger knows how to deal and
manage these different types of employees.
“Dissatisfaction is mainly due to the management you have, the style of
management you receive or you provide to your team, for the management style
should be adapted to each individual profile, you have people that likes to be
pampered, that need nesting, you have people that are leaders, that need

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 empowerment, you have people that are self sufficient so this is what I want, do it,
and do not go into micro management to much, just control, so the job
satisfaction is when you are managed while you are in a situation to do your job
according to your profile, according to your mindset”(BM2).
Similarities:
 Management style was considered by both managers as an important factor impacts job
satisfaction.
Recruitment
Two of the managers indicated that job relevance is very important. Recruiting employees in the
right place is essential. Thus, matching employees’ skills and capabilities with the assigned role
influences job satisfaction. Moreover offering the proper compensations that matches their skills
and role impacts job satisfaction too.
“Job satisfaction is about matching employees skills to positions. Also providing
a proper compensation packages that suites employee’s capability” (BM1).
Similarities:
 Both managers agreed that the match between employee’s skills, compensations and
position contributes to job satisfaction.

Work environment
One of the managers commented that healthy environment which means, friendly and good
relation between employees impacts job satisfaction. This statement was raised when he was
asked what satisfaction means to him.
“Healthy environment in work, being friendly to each other” (BM1).

Comparison between directors and managers perspectives of job

satisfaction
The table below was designed in order to help the investigator in conducting within and between
groups comparison. The comparison was at two managerial levels, the director’s level and the
managers’ level in the company. Using the table aided in finding similarities and difference
between and within groups.

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 Directors Managers
BD BD BD BD BD BD BD BD BD9 BM1 BM
Factors 1 2 3 4 5 6 7 8 2

Rewards and X X X X X X X X X X X
compensation
Job Rotation X X X

Monetary X XE X X X X XE X X X
Non-monetary X X XM X X X X XM X

Training X X X X X X X
Delegation X X X

Physical work X X
environment
Progression and X X X X X X X X X X X
monitoring plans
Team Work X X
X X X X X X X X X X X
Job Content
Management style X X X X

Routine 3 X X X
Support environment X
Recruitment X X X X
Culture X

Head counts X
Work environment X X
Industry X

Similarities between managers and supervisors perspectives on job

satisfaction
This part spots the similarities and differences appeared between directors and managers after
conducting the analysis. Significant amount of commonalities differences on themes and sub-
themes were found between directors and managers views. These were,

351
 1- Rewards and compensations.
2- Monetary rewards.
3- Non-monetary rewards.
4- Training.
5- Progression and monitoring plans.
6- Team work.
7- Recruitment.
8- Work environment.
9- Management style.
10- Job content
These similarities will be discussed below,

Rewards and compensations

Different views accrued regarding rewards and compensations during the interview process.
These views emerged similarities and difference when comparing between both managerial
levels (directors and managers) as shown below,

Monetary rewards
Three of the directors and one of the managers mentioned that salary is a critical component
influencing job satisfaction. However the manager added that it is the most component and
should be linked to qualifications and title. The researcher felt that given salary for the directors’
level is much better than the managers’ level. Accordingly the manager stated that it is the most
important component.
All directors and managers commented that the provided benefits is satisfying, however some are
based on seniority.
Two of the directors stated that the company compensation and commission plan system is
satisfying. In contrast one the manager was disturbed because of the company compensation
policy because it is not restricted to a certain criteria.

Similarities:
 Three of the directors and one of the managers stressed that salary is important
component influencing job satisfaction.

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  All directors and managers mentioned that the provided benefits is satisfying, however
some are based on seniority.
Differences:
 Two of the directors stated that the company compensation and commission plans are
satisfying. In contrast one the manager was disturbed because of the company
compensation policy because it doesn’t follow certain criteria.

Non-monetary rewards
One of the directors expressed his satisfaction on what he called team building activities for each
department. Similar to this statement one of the managers pointed that non-monetary rewards are
well established in the company and applied to each department.
Two of the directors are trying to sustain appreciating their team, as on-monetary method in
their department.
Similarities:
 Both managerial levels articulated their satisfaction on the non-monetary rewards in the
company.

Training
In general six of the directors and one of the managers were highlighting the importance of
training their employees.
Similarities:
 Pointing the importance of training.

Progression and monitoring plans

Four of the directors and one of the managers indicated that progression and monitoring plans
are implemented in the company. The manager added that it is not practiced well because it’s
impacted sometimes by the lack of vacancies. Opposite to the above one of the mangers argued
that the progression and monitoring plan system in the company is not stable. Moreover one of
the directors mentioned that this system is not implemented well and the company (HR) needs to
work on it more.

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Similarities:
 Four of the directors and one of the managers indicated that progression and monitoring
are plans implemented properly at the company.

Differences:
 One of the mangers argued that the progression and monitoring plan system in the
company is not stable.
 Moreover one of the directors mentioned that this system is not implemented well and the
company (HR) needs to work on it more.

Team work
One of the directors mentioned that team work influences job satisfaction. One of the managers
indicated that team work is the second important component after salary in relation to
employee’s job satisfaction.

Recruitment
Two of the directors and one of the managers indicated that job relevance is essential.
Therefore, matching employee’s skills and experiences with the right position impacts
satisfaction.
Similarities:
 Recruitment it essential factor impacting job satisfaction.

Work environment
One of the directors and one of the managers linked work environment to job satisfaction
supporting the current study model.
Similarities:
 Both linked satisfaction to work environment.

Management style
Two of the directors and both managers indicated that management style plays a major role in
employee’s satisfaction.

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Similarities:
 Both stressed the importance of the management style on satisfaction.

Job content
Five of the directors and both managers agreed that they have a clear job description for each
department and for every worker.
Opposite to the above two of the directors pointed that they don’t have clear job description.
Similarities:
 Five of the directors and both managers agreed job description is clear for each
department and for every employee.

Differences:
 Two of the directors pointed that they don’t have clear job description.

Factors impacting innovative climate from the directors perspective

Innovative climate
Different perspectives were adopted by the directors when they were asked to summarize their
understanding of the term innovative climate.
One of the directors stated that innovative climate means “wonderful environment” he described
it as the environment that supports the creative idea and invest in him by providing the proper
training. He added that one of the elements that enhance the innovative climate is being
appreciated. Further proper communications between departments has a great impact on such a
climate.
“Innovative climate is a wonderful work environment, I look forward to learn and
definitely I'm learning more and more every day. I'm being supported, by the
management in terms of what I think and in terms of self investment in me, so
basically I'm taking the proper training, that's the positive, and I'm being
appreciated at the end of the day, that's the positive one, and proper
communications between parties”(0D1).

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Three of the directors mentioned that innovative climate is created when the company supports
the employee to come with creative ideas. By providing the time and space for the employee to
think. They emphasized that the company is facilitating the time and space for each employee to
think. Also providing good work environment and satisfying employee’s needs contributes to
positive work environment
“Innovative is to give the freedom for everybody to put his idea into practice, to
embrace the ideas of the employees to let them think, give them the space, the time
to do the idea, and this is usually done. Also providing them with the proper
logistics and proper work environment and satisfying them. If the positive work
environment is accomplished and job satisfaction is reached, definitely as a result
there will be innovative climate”(BD2).
Two of the directors provided an example practiced in the company related to innovative
climate. The example explained how the company tried to foster innovation by announcing
monetary and non-monetary rewards for the creative idea. The director mentioned that
employees were motivated to participate because of the announced rewards. However the
company also made the winner employee participates in the implantation of the idea

“I remember a couple of months ago we said who comes with a great idea will be
rewarded extra amount of money, or will be rewarded a mobile phone, and you
can imagine that hundreds of employees went and participate in this contest, we
had like 3 or 4 ideas in the form of project at the moment. The employee who had
this idea is a member of this project team, so this is innovative” (BD2).

One of the directors commented that because of the industry they are working in a lot of
innovative ideas can be given. He emphasized that the company provide the opportunity for
employees to suggest ideas. However they take in consideration ideas that contribute positively
to revenue.
“Innovative if I personally would understand is being given the chance to give
ideas, new ones let’s say within our business, we can contribute so much by
giving new marketing ideas about new products that you might launch for the
customers and we do every year we give chance to all the employees to come up

356
 with innovative plans, innovative ideas for the company, and we do take into
consideration and sometimes implement such ideas, if it serves the purpose of
enhancing the revenue, enhancing selling products for the company, we do
that”(BD4).
One of the directors linked innovative climate to the relationship between employees and
managers. Commenting that the employees should have a clear picture of what is happening in
the company in terms of challenges, future plans, and growth for example. Adding that the
exposure to company information should be limited, however it absence contributes negatively
to the innovative climate.
“it's an interactive climate between then employees and their managers, or the
manager, and when people are really exposed to the global strategic thinking of
the group or the company, now if the employee is not exposed to such a level of
information no innovation will happen, whereby I don’t say that you should be
exposed for the whole thing but at least to get a piece of the picture to see where
we are going, to see what we are facing, to be involved in decision making then I
believe innovation would happen”(BD5).

One of the directors stressed that a relaxing work environment contributes to an innovative
climate.
“The healthy work environment will lead to innovation, when you tell me that x
company has innovative climate, first thing that comes up to my mind is that it's
very healthy, so they can open their minds, think out of the box, because they are
relaxed and they are happy and they have nothing to worry about, so they are
looking for the innovation” (BD7).
Eight the directors mentioned that the company is innovative. Therefore new ideas are always
created by the employees. The researcher picked on of the provided examples to show one of the
creative ideas as shown below.

“We worked on the sales process the commission of a sales process. We had this
time gap between signing the customer on the contract having it on the system
and then the installation by the technical team. So we reduced this period from 7

357
 days to 4days, by levering on the technology that we have, which is the 3G and
the internet everywhere. The sales rep. do all his stuff and registering contract
over the year at the customer premises, and there is no need for a contract to be
delivered” (BD2).
In contrast one of the directors commented that the company is not motivating its employees to
be innovative.
“(foster innovation) what I’m seeing is that we have individual initiatives within
my department, it’s not pushed by anything, and the employee is not being pushed
to innovate” (BD8).

Similarities:
 Three of the directors mentioned that innovative climate is formed when the company
supports the worker to come with a creative idea. They emphasized that the company
should facilitate the time and space for each employee to think.
 Eight of the directors mentioned that the company is innovative as new ideas are always
created.
 Two the directors commented that providing good work environment and satisfying
employee’s needs contributes to positive work environment.
Differences
1- In contrast one of the directors commented that the company is not motivating its staff to be
innovative.

Rewards and compensations

One of the directors claimed that innovative efforts are rewarded in the company, managers and
employees get rewarded. However the director pointed that not all innovative efforts are
rewarded, considering it as a positive behaviour impacting innovation.
“(foster innovation) Managers get rewarded for that. Also employees get
rewarded for that innovative effort. But if you do that innovative work but you
don’t get rewards, let me tell you something that is a drawback, and sometimes it
happens at the company”(BD1).
Several types of rewards were mentioned by the directors regarding rewarding the creative idea.

358
Two of the directors mentioned that rewarding the innovative idea appears in terms of the
compensations provided such as bonuses and recognition. Claiming that it’s a good tool in away
to enhance innovation.
“I think we have it in terms of compensation maybe because we try to select every
year the extra ordinary performances and these people get special bonuses and
special recognition for extra work they have done. It encourages people to give,
to try to do more” (BD3).

One of the directors added that in addition to the amount of money given for the innovative idea,
dinner invitations for the creative employee is there.
“Yes, for the over achievers as I told you we have this special bonus, and for this
I had an employee from my team who got this special bonus and he was invited to
a dinner with chief officers and the C.E.O and he was appreciated with this
colleagues of course, this gives motive for the other employees to do the same”
(BD5).
Team events were considered as a rewarding tool that in a way improves innovation in the
company, this statement was stated by one of the directors. Outside workplace events improves
relationships between employees and increases satisfaction and innovation.
“Now we used to have a team event, it was very nice, once we went to carting for
example. When you see your people and your colleagues in places other than
work as friends it enhances innovation and satisfaction” (BD6).

Similarities:
 Two of the directors mentioned that rewarding the innovative is done by the
compensations provided such as bonuses and recognition

Physical work environment

One of the directors mentioned that the physical work environment is not good and needs
improvements and its impacting innovation in the company.
“Physical environment is so bad and impacts innovation” (BD1).

359
Management style
A question was asked during the semi structured interview regarding the amount of employees’
involvement in the innovative think tank in the company.
One of the directors mentioned the term management style as a tool to motivate employees to be
more creative. Flat management is one of the effective ways to foster innovation were
discrimination between levels are not there. The manager allows employees at all levels to make
decisions and share and implement new ideas. Supporting a junior employee idea will encourage
him more to participate in brain storm activities.
“For me my management style is to foster and to help or to push people to be
more creative. I have sometimes sort of flat management, we are all sales here we
don’t have a director manager or a sales rep. or a team leader; I allow people
from grade A and B to make decisions and to implement it. You know when you
are supporting an idea of a junior employee; this makes him at the end of the day
eager to throw another idea which can be more creative than the previous one. So
this helps him again all the way afterwards to be creative. When we sit together
managers/team leaders and sales people we all become at one level of
authority/responsibility/thinking” (BD2).
Five of the directors stated that they give the opportunity to their employees to participate in
creating new ideas.
“Giving autonomy with a curtain degree I let my employees to create and suggest
idea” (BD7).
One of the directors linked the participation of creating new ideas to the department who is
related to the implementation. For example he said if the idea is related to the marketing
department then this department will be involved in the creation of it.
“Well it depends on the innovative idea, if it is related our products then it's
marketing, if it’s with employees benefits then it's HR, if it is within my unit then it
is between me and my superior so this is where it's taken, but all in all you would
say the whole organization is involved” (BD4).
Similarities:
 Five of the directors mentioned that employees are given the opportunity participate in
creative thinking.

360
Training
One of the directors mentioned that investing in employees in terms of learning will influence
the innovative climate.
“Definitely in terms of learning, because the company does a lot of work shops, it
enhanced the innovative climate” (BD1).

Team work
One of the directors believes that being close to his team is enhancing his staff creativity.
“To me personally I feel that there is a lot of attachment to my team which
impacts the innovative climate in my department” (BD1).
One of the directors stressed that brain storming ideas within a team, positively impacts
employee ability to be creative.

“Idea brain storms with the whole teams improve the innovative climate. Some
people if they don’t work as teams they don’t innovate” (BD7).

Who is Involved in the innovative think tank?

All of the directors mentioned that the final decision taken regarding performing an innovative
idea is done by the upper management.
“Actually the final decision of implementing an innovative idea is taken by the
upper management” (BD9).
Similarities:

 All of the directors stated that the last decision taken regarding doing an innovative idea
is made by the upper management.

Factors impacting innovative climate from the Managers

perspective

Innovative climate
One of the managers explained that efforts made by the company to support employees such as
appreciation, training and rewards impacts employee’s to innovate.

361
Monitoring innovation in the company had two different perspectives, one of the managers
mentioned that innovation is monitored in the company through the number of ideas submitted.
While the other management said that it’s not monitored but might be recognized through the
appraisal process. Also innovations are not recognized by the management, as sometimes the
higher level mangers steels ideas from the lower level mangers and introduce it to the upper level
management as it’s their own.

Similarities:
 Two of the managers agreed that innovative climate is the environment that supports the
employees to innovate and think out of the box.

Differences
 One of the mangers said that innovation is monitored in the company while the other one
said that it is not.

Rewards and compensations

One of the managers mentioned that appreciating employees work and establishing appropriate
salary that matches their skills and experiences contributes to innovative climate. One of the
mangers mentioned that employees get rewarded at the company according to the importance of
the new idea.

Training
One of the managers stressed that training employees and developing their knowledge and
experiences enhances their motivation to innovate.

Who is Involved in the innovative think tank?

 All of the managers stressed that the final decision of implementing any innovative idea
is taken by the upper management.

Similarities:
 All of the managers stressed that the final decision of implementing any innovative idea

362
 is taken by the upper management.

Comparison of managers and supervisors perspectives of innovative

climate
The table below provides a clear picture on the identified key themes and sub-themes, that
helped in identifying major commonalities and differences at the level of directors and managers.

Directors Managers
Factors BD1 BD2 BD3 BD4 BD5 BD6 BD7 BD8 BD9 BM1 BM2
Rewards and X X X X X X X X X X X
compensations

Physical work X
environment
X X X X X X X X
Management
style
Training X X

Team work X X

Involvement X X X X X X X X X X X

Similarities and differences between managers and supervisors

perspectives of innovative climate

This part point’s similarity and differences occurred between directors and managers.
Differences were on,
1- Physical work environment.
2- Management Style.
3- Teamwork.
While similarities were on,
1- Innovative climate.
2- Rewards and compensations.
3- Training.

363
These similarities is discussed below,

Innovative climate
Different views were given by the directors and managers when they were ask to summarize
their understanding of the term innovative climate.
One of the directors and two of the managers stated that innovative climate means the
environment that supports the creative idea.
Four of the directors and of the two manager said that the company should invest in the
employee by providing the proper training and to appreciate the innovative effort.
One of the directors and one of the managers commented that the company is not motivating its
employees to be innovative as their efforts are not recognized.
All of the directors and managers stressed that the final decision of implementing any innovative
idea is taken by the upper management.

Rewards and compensations

One of the directors and one of the managers was asked how innovation is fostered in their
department. Both claimed that innovative efforts are rewarded in the company, managers and
employees get rewarded.

Training
One of the directors and one of the managers stressed that training employees and enhancing
their knowledge and capabilities motivates to innovate.

364
Appendix K - Demographic Information
Company A

Demographic Variable Number Percentage

Gender Male 67 65.7%
Female 35 34.3%
Less than 30 years 63 61.8%
Age Between 30 – 40 39 38.2%
Years
Between 41 – 50 0 0
years
Above 51 Years 0 0
High Diploma 0 0
Educational Level BSc and Less 91 89.2%
Master 11 10.8%
PhD 0 0
Less than 5 years 32 31.4%
Experience Between 5 – 10 51 50%
Years
Between 11 – 15 17 16.6%
years
Above 16 Years 2 2%
Less than 300 JD 0 0
Salary Between 300 – 500 8 7.8%
JD
Between 600 – 800 42 41.2%
JD
Above 900 JD 52 51%

Gender
The results indicated in Company A that the percentage of the participating males is much higher
than females as males percentage is 65.7% of the total number of participants while the
parentage of females is 34.3%.
Age
The age of the respondents was mainly less than 30 years of age, as the percentage of the
respondents who are less than 30 years of old is 61.8% while the rest are between 30 and 40
years old participants (38.2%).

365
Educational level
The study showed that majority of the participants are holders of BSc degree or less, since they
form 89.2 % of the whole participants while only 10.8% are master's degree holders.
Experience
The participants experience level was divided into four categories; 31.4% of the participants
have less than five years of experience, 50% of them have between 5 to 10 years, 16.6% have 11
up to 15 years of experience while only 2% of the participants have more than 16 years of
experience.
Salary
We can notice form the obtained data that more than half of the participants (51%) gain more
than 900JD as monthly salary, 41.2% earn between 600 to 800JD and only 7.8% earn between
300 to 500JD.

Company B
Demographic Variable Number Percentage
Gender Male 140 70%
Female 60 30%
Less than 30 years 163 81.5%
Age Between 30 – 40 27 13.5%
Years
Between 41 – 50 10 5%
years
Above 51 Years 0 0
High Diploma 0 0
Educational Level BSc and Less 196 98%
Master 3 1.5%
PhD 1 0.5%
Less than 5 years 99 49.5%
Experience Between 5 – 10 81 40.5%
Years
Between 11 – 15 17 8.5%
years
Above 16 Years 3 1.5%

Gender
In Company B, the results showed that the percentage of the males participated are 70% of the
total number of participants while the parentage of females is 30%.

366
Age
It was noticed that most of participants are younger than 30 years old, as this age category forms
81.5% of the whole participants' number while13.5% are between 30 – 40 years old and only 5%
are between 41 and 50 years old.
Educational level
According to the results 98% of the respondents hold Bsc degree or less, 1.5% hold masters'
degree and only one participant, who represents 0.5% of the respondents, is a PHD degree
holder.

Experience
Experience wise, 49.5% of the whole number of participants have less than 5 years of
experience, 40.5% have between 5 to 10 years of experience, 8.5% have between 11 to 15 years
of experience while the least percentage (1.5%) goes to participants who have more than 16
years of experience.

Comparison between both companies

This section will provide a comparison between both companies on the demographic level.
Demographic data in this study contained information about gender, age, experience, educational
level and salary. Information was obtained on these variables from both companies, except for
salary Company B didn’t allow providing information about it for security reasons.

Gender
Comparing between Company B and Company A we notice that in both companies the
percentage of males was much higher than females, as males percentages are 65.7% and 70% for
Company A and Company B respectively while females percentages are 34.2 and 30% for
Company A and Company B respectively.

Age
Participants of Company B are younger than the ones of Company A; as the fact that majority of
participants were less than 30 years old, they form 61.8% and 81.5% for Company A and
Company B respectively, and 38.2% of Company A participants are between 30 to 40 years old
while in Company B only 13.5% are of this age's category. In Company B, 5% of the
participants are between 41 and 50 years old while this category does not exist in Company A
367
Education level
The education level did not vary a lot in the two companies, in Company A 89.2% hold Bsc
degrees or less and in Company B 98% are of this same education level. Moreover, 10.8% and
1.5% of the participants hold masters' degree in Company A and Company B respectively. In
Company B there is one participant holds PHD degree while none of the Company A
participants hold such a degree.

Experience
If we compare the experience level between respondents in both companies, we can notice that
most of Company B participants (49.5%) have less than 5 years of experience while in Company
A most of them (50%) have five to ten years of experience. In Company B, 40.5% belong to (5-
10 years of experience) category while in Company A 31.4% belongs to (less than five years of
experience) category. A small percentage in both companies belongs to (11-15 years) category,
16.6% and 8.5% in Company A and Company B respectively. Only few respondents in both
companies have more than 16 years of experience, only 3 in Company B and 2 in Company A.

368
Appendix L - Organizational Work Environment
(Company A)
This appendix presents tables and figures obtained from data gained through running a frequency
distribution analysis of the survey questions. The presented tables and figures help in providing
a more detailed picture of the participant’s views for each question. The responses from
participants in Company A regarding organizational work environment are presented below. The
organizational work environment contained three main components which were the support
environment, the learning environment and the organizational working structure.

Support environment
The support environment incorporated two factors. These factors are the physical work
environment and the psychological work environment.

Physical work environment

Scale Items 1 2 3 4 5
1 0 2 22 28 5
2 7 4 13 20 3
3 5 6 16 18 13
4 17 9 28 19 10
5 28 27 17 14 26
6 32 44 6 3 33
7 13 10 0 0 12
Total 102 102 102 102 102

Figure 6-1: Physical Working

Environemnt
100%

80%

60%

40%

20%

0%
1 2 3 4 5
Quesiton Number

Strongly disagree 1 2 3 4 5 6 7 Strongly Agree 369

Psychological work environment
The psychological work environment according to this study focuses on two factors:
Communications and encouragement.

Communication

Scale items 6 7 Figure 6-2: Communication

1 6 0
100%
2 25 4
80%
3 21 12
60%
4 10 33
5 21 20 40%

6 16 23 20%

7 3 10 0%
6 7
Total 102 102
Question Number
Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

Encouragement

Figure 6-3: Encouragement

Scale items 8 9 100%
1 1 3 80%
2 8 10
60%
3 15 26
4 17 19 40%
5 33 28
20%
6 19 13
7 9 3 0%
9 8
Total 102 102
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly agree

370
Learning Environment
The learning environment in the company according to this study incorporates learning, rotation
and training.

Learning

Scale
Figure 6-4: Learning
items 10 100%
90%
1 3
80%
2 0 70%
3 6 60%
4 16 50%
5 22 40%
6 47 30%
20%
7 8 10%
Total 102 0%
10
Question Number

1 2 3 4 5 6 7 Strongly agree

Rotation

Figure 6-5: Rotation

Scale 100%
items 11 12
1 0 8 50%
2 8 13
3 4 16 0%
11 12
4 14 19
Question Number
5 43 15
6 23 18 Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree
7 10 13
Total 102 102

371
 Training

Scale
items 13 14 Figure 6-6: Training
1 14 20 100%
2 25 29 80%
3 29 17 60%
40%
4 13 16
20%
5 15 12 0%
6 6 8 13 14
7 0 0 Question Number
Total 102 102
Strongly Disagree Stronlgy Agree
1 2 3 4 5 6 7

Organizational Working Structure

The organizational working structure has several components which are: policy; progression and
monitoring plans; process; communication; supportive leadership; flexible working hours;
transparency; and delegation.

Policy

Scale
Items 15 16 17 18 Figure 6-7: Policy
1 0 9 12 7 100%
2 4 10 24 8 90%
3 5 23 18 22 80%
4 17 24 14 17 70%
60%
5 39 17 14 25
50%
6 27 18 12 12 40%
7 10 1 8 11 30%
Total 102 102 102 102 20%
10%
0%
15 16 17 18

Question Number
Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

372
Progression and monitoring plans

Scale
Items 19 20 Figure 6-8: Progression and
1 26 11 monitoring plans
2 22 16
100%
3 23 20
80%
4 22 16
60%
5 7 16
6 1 16 40%
7 1 7 20%
Total 102 102 0%
19 20
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

Process

Scale Figure 6-9: Process

Items 31 32 100%
1 0 0
80%
2 2 0
3 9 6 60%
4 6 13 40%
5 26 31
20%
6 30 29
7 29 23 0%
31 32
Total 102 102
Question Number
Strongly Disagree Stronlgy Agree
1 2 3 4 5 6 7

373
Communication

Scale
Items 21 Figure 6-10: Communication
1 2
100%
2 19
3 20 80%

4 25 60%
5 15 40%
6 18 20%
7 3
0%
Total 102
21
Question Number

1 2 3 4 5 6 7 Strongly Agree

Supportive leadership
Scale Items 22 23 24 25 26
1 3 8 1 7 1
2 3 12 13 8 7
3 2 9 8 10 22
4 15 25 18 13 19
5 23 32 28 27 25
6 40 13 25 30 24
7 16 3 9 7 4
Total 102 102 102 102 102

Figure 6-11: Supportive Leadership

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
22 23 24 25 26
Question Number

Strongly Agree 374

Strongly Disagree 1 2 3 4 5 6 7
Flexible working hours

Scale
Items 27 Figure 6-12: Flexible Working
1 2
2 4
hours
100%
3 12
4 12 80%
5 13 60%
6 40 40%
7 19 20%
Total 102
0%
27
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

Transparency
Scale
Items 28 Figure 6-13: Transperancy
1 3 100%
2 9 90%
3 9 80%
70%
4 4
60%
5 41 50%
6 20 40%
7 16 30%
Total 102 20%
10%
0%
28
Question Number

Stronlgy Disagree 1 2 3 4 5 6 7 Stronlgy Agree

375
Delegation

Scale
Items 29 30 Figure 6-14: Delegation
1 12 0 100%
2 20 6
80%
3 27 7
60%
4 18 18
5 14 29 40%
6 8 31 20%
7 3 11 0%
Total 102 102 29 30
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

376
Appendix M - Job Satisfaction (Company A)
This appendix presents tables and figures obtained from data gained through running a frequency
distribution analysis of the survey questions. The presented tables and figures help in providing
a more detailed picture of the participant’s views for each question. The responses from
participants in Company A regarding job satisfaction are presented below. Eight components
were counted as key factors affecting the job satisfaction. These components are: team work;
head count; recruitment; Rewards and compensations; culture; routine; job content; and
management style.

Team work

Scale Items 34 35 36 37 38
1 0 0 5 1 2
2 3 3 6 3 2
3 6 14 25 3 3
4 21 26 19 19 12
5 33 30 21 34 23
6 37 27 24 34 42
7 2 2 2 8 18
Total 102 102 102 102 102

Figure 6-15: Team Work

100%

80%

60%

40%

20%

0%
34 35 36 37 38
Question Number

Strongly Disagree 1 2 3 4 6 7 Strongly Agree

377
Head Count

Scale Figure 6-16: Head Count

Items 52 53
100%
1 5 9
2 8 15 80%
3 11 6 60%
4 17 19 40%
5 26 23
20%
6 22 16
7 13 14 0%
52 53
Total 102 102
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

Rewards and Compensations

Scale Items 39 40 41 42 43 44 45 46 47 48 49 50 51
1 26 27 48 12 4 0 6 16 1 10 101 12 13
2 20 27 18 31 11 32 23 27 18 25 0 8 13
3 28 25 25 24 19 12 9 25 23 26 0 1 3
4 10 7 4 13 24 22 29 12 15 12 1 23 16
5 8 4 5 18 30 25 26 18 32 14 0 33 32
6 9 8 2 3 13 10 9 4 10 13 0 24 19
7 1 4 0 1 1 1 0 0 3 2 0 1 6
Total 102 102 102 102 102 102 102 102 102 102 102 102 102

Figure 6-17: Rewards and Compensations

120

100

80

60

40

20

0
39 40 41 42 43 44 45 46 47 48 49 50 51

Question Number
Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree
378
Culture

Scale
Items 65 66 67
Figure 6-18: Culture
1 0 0 1 100%
2 9 9 4 80%
3 8 15 8
60%
4 22 23 40
5 37 29 26 40%

6 25 26 21 20%
7 1 0 2 0%
Total 102 102 102 65 66 67
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

Routine

Scale
Items 54 55 56
Figure 6-19: Routine
1 1 0 0 100%
2 3 6 13 80%
3 1 0 15
4 5 9 10 60%
5 25 27 37 40%
6 52 50 18
7 15 10 9 20%
Total 102 102 102 0%
54 55 56
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

379
Job content

Scale
Items 57 58 59 Figure 6-20: Job Content
1 45 5 0 100%
2 38 24 15
3 5 17 30 80%
4 6 22 21
60%
5 4 17 19
6 3 15 15 40%
7 1 2 2
20%
Total 102 102 102
0%
57 58 59
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

Recruitment

Scale
Items 60 Figure 6-21: Recruitment
1 5
2 14 100%
90%
3 22 80%
4 23 70%
60%
5 15 50%
40%
6 19 30%
20%
7 4 10%
0%
Total 102
60
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

380
Management Style

Scale Items 61 62 63 64
1 5 6 8 5
2 11 10 19 18
3 18 6 18 26
4 28 22 14 10
5 28 28 27 26
6 10 22 14 17
7 2 8 2 0
Total 102 102 102 102

Figure 6-22: Management Style

100%

80%

60%

40%

20%

0%
61 62 63 64
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

381
Appendix N - Innovative Climate (Company A)
This appendix presents tables and figures obtained from data gained through running a frequency
distribution analysis of the survey questions. The presented tables and figures help in providing
a more detailed picture of the participant’s views for each question. The responses from
participants in Company A regarding innovative climate are presented below.

Innovative Climate

Scale Items 69 70 71 72 73 74
1 8 3 10 6 18 3
2 16 20 21 8 33 9
3 30 22 23 16 23 17
4 19 35 15 23 11 21
5 20 13 22 29 2 33
6 8 9 11 18 13 15
7 1 0 0 2 2 4
Total 102 102 102 102 102 102

Figure 6-23: Innovative Climate

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
69 70 71 72 73 74
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

382
Appendix O - Job Satisfaction (Company B)
This appendix presents tables and figures obtained from data gained through running a frequency
distribution analysis of the survey questions. The presented tables and figures help in providing
a more detailed picture of the participant’s views for each question. The responses from
participants in Company B regarding job satisfaction are presented below. Eight components
were counted as key factors affecting the job satisfaction. These components are: team work;
head count; recruitment; Rewards and compensations; culture; routine; job content; and
management style.

Team Work
Scale Items 34 35 36 37 38
1 22 17 2 10 10
2 14 21 29 4 4
3 14 18 26 7 7
4 27 22 6 7 12
5 29 34 55 49 44
6 63 55 53 72 78
7 31 33 29 51 45
Total 200 200 200 200 200

Figure 6-24: Team Work

100%
80%
60%
40%
20%
0%
34 35 36 37 38
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

383
Head Count
Scale Figure 6-25: Head Count
Items 52 53 100%
1 6 3
80%
2 15 19
3 15 21 60%
4 27 35 40%
5 59 59
20%
6 66 52
7 12 11 0%
52 53
Total 200 200
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

Rewards and Compensations

Scale Items 39 40 41 42 43 44 45 46 47 48 50 51
1 3 4 4 3 2 2 18 4 8 6 3 3
2 13 24 21 18 17 20 33 16 18 15 10 10
3 21 24 25 29 28 21 48 23 30 28 17 17
4 8 28 31 31 30 25 38 31 8 23 25 29
5 66 49 49 45 47 66 22 46 38 48 68 74
6 76 47 56 56 57 62 34 56 84 68 64 56
7 13 24 14 18 19 4 7 24 14 12 13 11
Total 200 200 200 200 200 200 200 200 200 200 200 200

Figure 6-26: Rewards and

Compensations
100%
80%
60%
40%
20%
0%
39 40 41 42 43 44 45 46 47 48 50 51
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

384
Culture

Scale
Items 65 66 67 Figure 6-27: Culture
1 5 1 4 100%
2 21 20 20
80%
3 23 22 24
4 11 19 9 60%

5 51 72 60 40%
6 77 59 64 20%
7 12 7 19 0%
Total 200 200 200 65 66 67
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

Routine
Scale
Items 54 55 56 Figure 6-28: Routine
1 7 3 6 100%
2 11 16 17
80%
3 12 22 16
4 40 25 24 60%
5 68 53 55
40%
6 53 70 71
7 9 11 11 20%
Total 200 200 200 0%
54 55 56
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

385
Job content
Scale
Items 57 58 59 Figure 6-29: Job Content
1 11 6 10 100%
2 62 6 4
3 37 10 7 80%
4 16 35 18
60%
5 57 55 46
6 11 71 75 40%
7 6 17 40
Total 102 102 102 20%

0%
57 58 59
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

Recruitment

Scale Items 60
1 22 Figure 6-30: Recruitment
2 42 100%
3 39
50%
4 32
5 31 0%
6 25 60
7 9 Question Number
Total 200
Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

386
Management Style

Scale Items 61 62 63 64
1 3 4 3 3
2 5 4 6 5
3 7 7 8 11
4 6 15 17 13
5 68 65 71 63
6 93 82 74 80
7 18 23 21 25
Total 200 200 200 200

Figure 6-31: Managenet Style

100%
80%
60%
40%
20%
0%
61 62 63 64
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

387
Appendix P - Innovative Climate (Company B)
This appendix presents tables and figures obtained from data gained through running a frequency
distribution analysis of the survey questions. The presented tables and figures help in providing
a more detailed picture of the participant’s views for each question. The responses from
participants in Company B regarding innovative climate are presented below.

Innovative Climate

Scale Items 69 70 71 72 73 74
1 3 3 5 3 4 4
2 10 14 11 14 16 17
3 20 23 20 23 17 17
4 30 23 41 23 28 25
5 72 66 61 66 53 60
6 51 60 48 60 67 64
7 14 11 14 11 15 13
Total 200 200 200 200 200 200

Figure 6-32: Innovative Climate

100%

80%

60%

40%

20%

0%
69 70 71 72 73 74
Question Number

Strongly Disagree 1 2 3 4 5 6 7 Strongly Agree

388