Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 5

among the banks (Yukongdi & Shrestha, 2020). As a competitive tool, banks have restored to a strategy of attracting talented human resources from rival firms by offering lucrative compensation packages, training, and career development opportunities (Bista & Regmi, 2016). So, this research paper examines whether or not the hygiene factors and motivator factors of Herzberg’s Two Factor Theory significantly impact the job satisfaction of human resources. II. L iterature R eview Locke (1976) concluded that job satisfaction is a positive emotional feeling attributed to the appraisal of one’s job or job experiences. Benefit, as a significant consideration in the reward and motivation system, conveys a message to employees about what the organizations believe to be essential and worth encouraging (Lawller, 1986). Job satisfaction is associated with increased output, efficiency of the organization, loyalty to the organization, and reduced absenteeism and earnings (Ellickson & Logsdon, 2001). Job satisfaction positively affects the ability, effort, and capability of the employees (Wright & Davis, 2003). Pension and profit-sharing plans are positively associated with job satisfaction (Bender & Heywood, 2006). Positive and favorable attitudes toward the job indicate job satisfaction similarly, negative and unfavorable attitudes towards the job indicate job dissatisfaction (Amstrong, 2006). Armstrong (2006) classified job satisfaction has multi-dimensional facets consisting of attitude toward salary, promotion, working experience, working environment, and nature of work. Job satisfaction is the collection of feelings and beliefs that human resources have about their current job (George & Jones, 2008). A satisfied worker tends to be less absent from their job, contributes to the company’s benefit, and would like to stay in the organization (Adhikari, 2009). An effective reward system with adequate performance recognition creates employee job satisfaction and enhances favorable working conditions, which serve as crucial motivators (Danish & Usman, 2010). At the time, the Imperial Bank of Kenya was experiencing low profitability due to dissatisfied employees and high turnover, still after investing in some of the precious resources like benefits, decision-making authority, training, and development, they began to enjoy the benefits of such policies (Newman et al., 2011). Salary and remuneration is the most essential factor ranked by employees of commercial banks (Gautam, 2011).Banks must demonstrate a satisfactory commitment to their employees through benefits, decision-making authority over how to accomplish the goal, and the use of employees' knowledge, skills, and competencies (Walia and Bajaj, 2012). In previous years, factors such as a lack of physical stress on the job, a lack of tangible and intangible compensation, a lack of supervision, and so on were widely regarded as deterrents to job satisfaction (Iqbal et al., 2012). Keith (2013) explained the factors influencing job satisfaction depend upon the nature of the work and working environment. An increase in the level of financial benefit, performance appraisal system, promotional strategies, training, and development program improves the overall satisfaction of human resources (Sharma et al., 2014). Dissatisfied employees, on the other hand, are unwilling to accept any pressure for their work, in contrast satisfied employees are always willing to complete their job, even if it is difficult to perform (Simes et al., 2019). As a competitive tool, the banks have resorted to a policy of poaching talented human resources from the competing banks by offering better incentives (Bista & Regmi, 2016). Employee job satisfaction has a significant impact as it leads to increased productivity of the employees, a decreased employee turnover rate, and, consequently a profit margin (Santis et al., 2018). Based on the literature review, this study has been conducted to test the following assumptions: H1: There is a statistically significant mean difference in the level of job satisfaction due to the difference in level of hygiene factors. H2: There is a statistically significant mean difference in the level of job satisfaction due to the difference in the level of motivator factors. An Empirical Study on Factors Influencing Job Satisfaction of Human Resource in Banks and Insurance Companies of Nepal 12 Global Journal of Management and Business Research Volume XXIII Issue V Version I Year 2023 ( ) A © 2023 Global Journals