Effect of Gender Differences on Job Satisfaction of the Female Employees in Pakistan
International Journal of Economics, Finance and Management Sciences
Volume 3, Issue 1, February 2015, Pages: 27-33
Received: Jan. 7, 2015; Accepted: Jan. 15, 2015; Published: Jan. 27, 2015
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Nayab Fatima, Department of Business Administration Bahaudin Zakria University, Multan, Punjab, Pakistan
Shahid Iqbal, Department of Business Administration Bahaudin Zakria University, Multan, Punjab, Pakistan
Sadaf Younis Akhwand, Department of Business Administration Bahaudin Zakria University, Multan, Punjab, Pakistan
Muhammad Suleman, Department of Business Administration Bahaudin Zakria University, Multan, Punjab, Pakistan
Muhammad Ibrahim, Center for Emerging Sciences Engineering and Technology, Islamabad, Pakistan
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The objective of this research is to further determine the gender differences while controlling the effect of selected variables on job satisfaction using data gathered from employees working in the Non-Governmental Organizations (NGOs) and public sector schools of selected Districts of Southern Punjab. This research was based on primary data which was collected from 90 employees (45 females and 45 males) working with the Ngo’s and Schools. The research results showed that there is a positive significant relationship between selected independent variables with dependent variable. The research results also indicated that in Pakistan, male employees are more satisfied with their jobs as compared to female employees. This study is helpful for management to revise their policies to eliminate the differences of job benefits for males and females in order to increase the job satisfaction of female employees.
Gender, Job Condition, Management Condition, Personal Fulfillment, Using Ability in the Job
To cite this article
Nayab Fatima, Shahid Iqbal, Sadaf Younis Akhwand, Muhammad Suleman, Muhammad Ibrahim, Effect of Gender Differences on Job Satisfaction of the Female Employees in Pakistan, International Journal of Economics, Finance and Management Sciences. Vol. 3, No. 1, 2015, pp. 27-33. doi: 10.11648/j.ijefm.20150301.14
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