




































American Research Journal of Economics, Finance and Management 

Volume 12 Issue 2, April-June 2024 
ISSN: 2836-9416 
Impact Factor: 5.57 
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CORPORATE LEARNING STRATEGIES AND EMPLOYEE 

SATISFACTION 
 

Obrirhe Ekevwehero Francis, Kifordu A. Anthony and Arubayi Demaro 

Department of Business Administration, Delta State University, Abraka 

DOI: https://doi.org/10.5281/zenodo.11449874 

           

Abstract: The study examined corporate learning strategies and employee satisfaction.  The study 

determined the impact of embedded systems, empowerment, and systems connection on employee satisfaction.  

Related literature was reviewed for the objectives of the study. The study adopted a descriptive survey design. 

297 employees from four firms selected from Delta and Edo State. The sample size used for data analysis was 

162. The questionnaire was used as an instrument for data collection. The data collected from the 

administration of the questionnaire was analyzed using descriptive and inference statistics. All relevant 

statistical testing was done. The finding of the study revealed that there is a significant relationship between 

embedded systems and employee satisfaction; there is a significant relationship between empowerment and 

employee satisfaction and there is a significant relationship between systems connections and employee 

satisfaction. It was concluded that employee satisfaction is a key factor for the success of any organization 

which can be achieved if the organization encourages embedded systems, employee empowerment and system 

connection. It was therefore recommended among others that; organizations should endeavour to sustain the 

habit of measuring gaps between current and expected performance and make lessons learned available to all 

employees and contribute to knowledge.  

Keywords: Corporate learning strategies, employee satisfaction, embedded systems, empowerment system 

connection 

 

Introduction  

The elements involved in embedding employees in their jobs are: links, fit and sacrifice. These are 

associated with where employees work and where they reside. As a retention construct, embedded 

system decreases employees’ turnover intentions and actual voluntary turnover (Ampofo, Coetzer & 

Poisat, 2017). Andika and Darmanto (2020) opined that, when employees are newly hired, 

organization’s culture are emphasized during their first weeks of training. Employers are required to 

understand employee’s interests and hobbies and connect them with employees who may already be 

involved in similar interests and hobbies. These new employees will feel like they belong, even if it is 

their first week at work. But when employees are not new, it is the responsibility of employers to check 

to discuss career goals, any potential issues at work, or any struggles they are facing outside of work. 

This gives employees hope and job satisfaction (Tampi, Nabella & Sari, 2022).   

Empowerment is the constant process of giving employees with the necessary skills, training, resources, 

encouragement, and incentive to achieve at their best (Yin, Wang, & Lu, 2019). Empowerment is vital 

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American Research Journal of Economics, Finance and Management 

Volume 12 Issue 2, April-June 2024 
ISSN: 2836-9416 
Impact Factor: 5.57 
Journal Homepage: https://americaserial.com/Journals/index.php/ARJEFM, 
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because it promotes employee satisfaction, resulting in happier and more loyal employees. The truth is 

that empowerment is more than a single act or process; it is a corporate culture and the structure of the 

organization (Lasspied, Awad, & Giorat, 2020). Empowerment leads to employee satisfaction by 

providing employees with a sense of independence, creativity, and control over their schedule. 

Employee satisfaction is an intangible yet strong force that fosters a more engaged and productive 

workplace. Satisfied employees are more likely to do their tasks well and for much longer.According to 

Jonathan (2023), not all organizations have caught up to the changing needs of their workforce, 65% of 

employees are satisfied with their current jobs. He further said that 51% of employees are disengaged, while 

13% are actively disengaged. Only 36% count themselves as engaged (Jonathan, 2023; Paais, Pattiruhu, 

2020).Empowered workers are happy and have the ability to promote good change throughout the firm. 

Changing how employees see their function and discuss it with their colleagues may result in more 

productive and loyal teams. Connecting with employees' needs and wishes and facilitating 

communication can not only improve employee culture and morale, but also have a major influence on 

retention and organizational success (Hulshof, Demerouti, & Le-Blanc, 2020). 

System connection is another area to be considered when talking about employee satisfaction. 

Employees with strong personal ties to a firm are more likely to be satisfied at work, and less likely to 

leave. These new and existing employees build a local network outside of work and at work. According 

to Choi (2020), it is a good act to pair each new employee with a buddy to help them make friends 

during the first few weeks. Organizations can organize lunches, happy hours, or other social events with 

colleagues to help new employees get to know the office. To set up lasting relationships, companies 

should also give each new employee a mentor, whom they can get to know, learn from, and rely on. 

These mentors will not only be able to help their mentees make friends, but they will be able to tell early 

if the new employee is struggling or not (Bekirogullari, 2019). 

One of the ways organization can satisfy employees is to encourage embeddedness, empowerment and 

system connection among others (Firzli, 2018). It is important for organizations to create a supportive 

learning environment. Every company suffers from employee turnover. Especially when losing a 

particularly talented employee, managers are often faced with the question on how to prevent this in 

the future (Quested, Thøgersen-Ntoumani,  

Uren, Hard castle & Ryan, 2018). Apart from the many well-known measures of employee retention, 

there are also other factors you can take into account when trying to keep your talent from leaving. A 

relevant, effective, yet rather unknown factor is employee embeddedness. Base on the aforementioned, 

this study examined impact of embedded system, empowerment and systems connection on employee 

satisfaction. 

Statement of the Problem 

Embeddedness is a measure of employee engagement which has a huge impact on employee 

satisfaction. If an employee does not feel connected to the organization, it results in dissatisfaction. This 

implied that for an employee to be satisfied, he/she must be fit to do the job, link with friends and 

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American Research Journal of Economics, Finance and Management 

Volume 12 Issue 2, April-June 2024 
ISSN: 2836-9416 
Impact Factor: 5.57 
Journal Homepage: https://americaserial.com/Journals/index.php/ARJEFM, 
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16 | P a g e  

colleagues and make sacrifices for the organization by working judiciously. Considering the above, 

organizations and management should pay attention to embeddedness in employees. Organizations are 

to integrate employees into processes and culture. While doing this, empowerment should not be left 

out. An empowered employee gives more to the organization by increasing productivity and 

performance. Companies, whose employees are not embedded, empowered and connected, are liable 

to suffer setbacks. They might not be competitive, successful, and productive. Thus, the current 

examined impact of embedded system, empowerment, and systems connection on employee 

satisfaction.  

Objectives of the Study 

 Determine the impact of the embedded system on employee satisfaction. 

 Evaluate the impact of empowerment on employee satisfaction. 

 Assess the impact of systems connection on employee satisfaction. 

Research Questions  

 Determine the impact of the embedded system on employee satisfaction. 

 Evaluate the impact of empowerment on employee satisfaction. 

 Assess the impact of systems connection on employee satisfaction. 

Hypotheses of the Study 

Ho1: There is no significant impact of embedded systems on employee satisfaction. 

Ho2: There is no significant impact of empowerment on employee satisfaction. 

Ho3: There is no significant impact of systems connection on employee satisfaction. 

Literature Review  

Conceptual Review  

Embedded System 

Embeddedness is a measure of employee engagement which goes beyond what happens in the office, 

but it nevertheless has a huge impact on employee satisfaction, particularly for new employees. If an 

employee doesn’t feel connected to the community he or she lives and works in, the likelihood they will 

leave increases exponentially Waterschoot, Kaap-Deeder & Vansteenkiste, 2020). Embeddedness is 

broken down into three elements (Waterschoot et al., 2020): (1) Fit.-the employee feels like they belong 

at the company and in their community. They feel like they share the same values and goals, and they 

believe they can contribute meaningfully. (2) Links- employees are connected; they have strong 

relationships at work as well as friends outside of work.  They feel invested in their local network. (3) 

Sacrifice- If employees were to leave organization, they would feel as though they were giving something 

up such as projects at work, meaningful friendships, or a promising career path. The consequences of 

leaving are greater than the promise of new opportunities elsewhere. Ampofo, Coetzer and Poisat (2017) 

recommend employers should pay attention to embeddedness in employees. If embeddedness is an 

issue, he suggests firms should improve their boarding process. Assessing embeddedness should not 

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Volume 12 Issue 2, April-June 2024 
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only occur once an employee joins an organization. It should be an integral part of a firm’s ongoing 

efforts to engage employees. Companies can take steps to address each component above (Jallad, 2021). 

Empowerment  

Empowerment refers to people's level of autonomy and self-determination at work. This allows people 

to represent their interests in a responsible and self-determined manner while acting on their authority. 

It is the process of getting stronger and more confident, particularly in managing one's own life and 

asserting one's rights. Empowerment also refers to professional support that helps individuals 

overcome their feelings of helplessness and lack of influence, as well as identify and apply their skills to 

execute their jobs (Jallad, 2021). In the workplace, empowerment is a realistic method to resource-

based intervention. Empowerment is viewed as a method for increasing employee responsibility. 

Empowerment is a significant notion in discussions about increasing employee engagement and 

happiness (Ulutas, 2018). Empowerment, defined as a shift from a deficit-oriented to a more strength-

oriented perspective, is increasingly appearing in management ideas, as well as continuing education 

and self-help (Rahmi, Achmad, & Adhimursandi, 2020). 

System Connections 

An employee connects successfully with the company when they feel needed at work, do not have to 

pretend to be someone else, and totally identify with the business's aims and vision (Rahmi et al., 2020). 

Employees will consider sticking with their present employer if the connections both outside and inside 

the company benefit them. System connection entails reciprocal praise, honest feedback, and the 

encouragement of mutual improvement. There should be an interaction between employers and 

employees. The employers would need to set a positive example. Only managers who express gratitude 

to their staff and are prepared to establish important social connections with their team may expect the 

same in return (Behbahani, 2023). 

The pace at which one employee connects with the organization is influenced by the connection of the 

entire group. If a new employee finds that there are few individuals hanging out at the, it instantly 

indicates a lack of social bonds among employees. Also, if employees see that their coworkers are 

looking for new employment. Naturally, they will question why this is the case. Regardless matter how 

happy the employees are, their colleagues' bad emotional state of mind will have an indirect impact on 

their own well-being. Thus, these signals have the potential to emotionally disengage personnel inside 

the firm (Behbahani, 2023). 

Employee Satisfaction  

Satisfied employees are critical to the health of your company. An employee who enjoys their job will 

work harder and stay with the company longer, so creating a space of positivity and respect in the 

workplace can contribute to the company's success. Employees want jobs they will not dread. They want 

to work in a healthy environment with friendly management and colleagues, do meaningful work, and 

get paid well. A business prioritizes employees’ satisfaction, and reap considerable benefits such as 

lower turnover, higher productivity, positive organization culture, and loyalty, According to Steben 

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(2023), 20 per cent of employees feel satisfied and engaged at work, and if employees are satisfied, they 

work diligently (Steben, 2023).  

Impact of Embedded Systems on Employee Satisfaction 

Employee embeddedness is about having employees feel anchored in the organization's culture rather 

than merely incorporated into it. This means that the employer must examine not only compensation, 

well-being, and empowerment, but also how to establish an atmosphere in which people desire to stay, 

mostly because leaving would force them to give up too much. This environment would inevitably 

contain a strong social network both within and outside of the office, a strong personal and 

organizational fit, and a strong interdependence between the firm and its workforce.Embedded systems 

provide mechanisms to monitor the difference between present and expected performance, make 

lessons learned available to all employees, and track the effectiveness of training time and resources 

(Ampofo, Coetzer, & Poisat, 2017). 

Impact of empowerment on employee satisfaction 

Empowered employees increased their confidence degree and self-reliance. This extra confidence 

creates job satisfaction and increases levels of productivity.  Empowerment encompasses the 

enlargement of an employee’s job duties by giving them the (Bekirogullari, 2019) independence and 

authority of decision-making about their job without the approval of his immediate supervisor; it is the 

level of responsibility and authority given to an employee; motivate employees enthusiast to utilize their 

skills, abilities and creativity by accepting accountability for their work;  it enables employees training, 

provided with all the appropriate and relevant information and the best possible tools. Empowerment 

helps to recognize people for taking initiative, gives people control over the resources they need to 

accomplish their work, and supports employees who take calculated risks (Choi, 2020; Lassoued et al., 

2020).  

Impact of systems connection on employee satisfaction 

Employees will contemplate leaving their positions if their relationships (social ties) both inside and 

outside of the organization lose value or do not exist at all. Valuable social links extend beyond the well-

known; I get along with my colleagues at work. They include reciprocal praise, honest feedback, and 

the encouragement of mutual development. Managers set a good example in this regard and take the 

initiative to build these relationships. Only managers who express gratitude to their staff and are 

prepared to create significant social relationships with their team can expect to receive the same in 

return. 

Employees' commitment to their jobs benefits not just them, but also their employers. According to 

Behbahan (2023), employees' connection to their work has the biggest influence on total job 

satisfaction and performance. He went on to define Employee Connection as a sense of belonging in the 

workplace based on several aspects of employee experience, including (1) connection to work: having a 

sense of satisfaction and purpose daily; (2) connection to people: developing relationships with peers, 

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teams, managers, and leaders; and (3) connection to culture: feeling that personal values align with the 

culture, mission, values, and norms. 

System connection helps individuals to think globally, collaborate with the outside world to satisfy 

shared needs, and seek solutions from across the company when addressing challenges (Behbahan, 

2023).  

Theoretical Framework 

Theoretical Framework According to the literature, embedded systems, empowerment, and system 

connections are associated with employee satisfaction. Thus, fig. 1 below depicts the I below depict the 

theoretical framework of this study. 

 

 

 

 

     

Fig. 1: Theoretical Framework of the Study 

Source: Researcher, 2024 

 

The above figure indicates the independent variables as embedded system, empowerment, and systems 

connections while employee satisfaction is the dependent variable.  Organizations that encourage 

embedded systems, empowerment and systems connection make employees happier which makes 

them (employees) satisfied with their jobs. This satisfaction leads to people helping each other learn, 

people are given time to support learning, people are rewarded for learning, open and honest feedback, 

sharing ideas & views, increased trust & transparency, increased performance, increased productivity, 

employee retention, and customer satisfaction.  

Empirical Review 

Jallad (2021) examined the relationship between learning organization and job satisfaction from the 

perspective of the staff of Tulkarem Municipality – Palestine. The study used seven independent 

variables: continuous learning, inquiry and dialogue, team learning, embedded system, empowerment, 

system connection, strategic leadership, and their effect on job satisfaction. The study uses a survey to 

test the hypotheses and answer the study questions, as this kind of data collation is more convenient 

than other methods. The findings from multiple regression tests revealed that there was a statistically 

significant impact of strategic leadership and continuous learning on job satisfaction. The 

recommendations were that managers could build programs and systems to encourage learning at all 

levels, 

Embedded System (EM) 

Empowerment (EP) 

Employee Satisfaction (ES) 

 people help each other learn 
 people are given time to 

support learning 
 people are rewarded for 

learning 
 open and honest feedback 
 Share ideas & view 
 Increases trust & transparency 
 Increase performance 

 Increase productivity 

 Employee Retention 

 Customer’s Satisfaction  

Independent Variables Dependent Variable 

Outcomes 

Systems Connections (SC) 

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Ampofo et al.  (2017) responded to calls for further job embeddedness research in a wider range of 

national, cultural, and organisational contexts. There is a paucity of research on job embeddedness in 

Thailand and in smaller enterprises. Data collected from 181 employees in small and medium-sized 

enterprises located in two provinces of Thailand were analysed. Results suggest that organisation 

embeddedness, but not community embeddedness, predicts turnover intentions in the sample studied. 

Only a handful of studies have examined the three sub-dimensions of organisation embeddedness: 

links, fit and sacrifice. Our results showed that each of these sub-dimensions was significantly and 

negatively associated with turnover intentions. Practical implications of the results and directions for 

future research are outlined in the paper. 

Ulutaş (2018) studied the relationship between job satisfaction and empowerment can be omitted. In 

this context, a survey was conducted on the employees of 19 different companies operating in different 

sectors in the Konya Industrial Zone, including the first five hundred and the second five hundred 

largest industrial establishments in Turkey, and important data on the relationship between 

empowerment and job satisfaction were reached. According to this research results; It shows that there 

is a positive relationship between empowerment and job satisfaction. 

Alshemmari (2023) investigated the role of employee empowerment (Delegation, Engagement, Trust, 

Communication and Motivation) in increasing efficiency of employee performance within State Audit 

Bureau of Kuwait. For that sake, quantitative methodology was employed, and (243) questionnaires 

were distributed on a sample from human resource department in State Audit Bureau of Kuwait. SPSS 

was used to tackle and analyze gathered primary data; results of study indicated the acceptance of the 

main hypothesis which argued that employee empowerment has the ability to increase efficiency of 

employee performance with R= 0.901 and explaining 81.1% of the variance. Study recommended 

providing career development opportunities and giving employees the chance to take on new 

responsibilities, take on special projects and participate in professional development courses. Also, 

arrange for employees to participate in exchanges or internships at other audit bureaus to obtain new 

perspectives and broaden their experiences. Further recommendations were presented in the study. 

The study had both practical and theoretical implications, as for practical implications, the study 

revealed that empowered employees tend to be more engaged, motivated, and committed to their work. 

As a result, they may perform their job duties with greater efficiency and effectiveness, leading to 

improved productivity and quality of work. As for the theoretical implications, it was seen through the 

study that investigating the relationship between employee empowerment and performance can 

provide insights into social exchange theory, which suggests that employees who feel valued and 

empowered are more likely to reciprocate with high levels of performance and commitment. As a 

theoretical contribution, the study revealed that empowerment is a key component of self-

determination theory, which suggests that individuals are motivated by a desire to fulfil their basic 

psychological needs for autonomy, competence, and relatedness. Investigating the relationship 

between empowerment and performance can help to further understand this theory and how it can be 

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ISSN: 2836-9416 
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applied in the workplace. The practical contribution saw that empowered employees tend to be more 

engaged, motivated, and committed to their work. As a result, they may perform their job duties with 

greater efficiency and effectiveness, leading to improved productivity and quality of work. 

Tools and Methods 
The study adopted a descriptive survey design. The target population comprised all employees of Vintex 
Aluminum Asaba (80), Life Flour Mill Sapele (76), Differential Aluminum (52) and  Nelux Paint Benin 
(89), which made up of 297 employees. The sample size of the study was 170 which was derived from 
the total population via Taro Yamane (1967) Formula. The four firms were chosen through the random 
balloting technique. The questionnaire was used as an instrument for data collection which was 
constructed based on the modified Likert 5-point scale of Strongly Agreed (SA), Agree (A), Undecided 
(UD), Disagree (D) and Strongly Disagree (SD).  
The research instrument was face and contented validated. The reliability of the instrument was 

established using the test and retest method with a coefficient of reliability of 0.82 using Cronbach 

Alpha in SPSS 25. The researcher personally administered copies of the questionnaires to the 

respondents after due permission from the managers of the respective organizations. 170 copies were 

distributed but 162 were retrieved which showed a 95% retrieval rate. This is because some of the filled 

questionnaires were lost, some were not properly filled in, and some of the respondents did not return 

their copies.  

The data collected from the administration of the questionnaire was analyzed using descriptive and 

inference statistics.  The research questions were answered using simple percentages and mean. The 

formula is as follows: 

Mean = 5+4+3+2+1 =    15  = 3.0  

  5         5 

The mean response that is greater than 3.0 was conserved as Agreed, a mean response that is lesser 
than 3.0 was considered as Disagreed, while a mean response that is equal to 3.0 was considered as 
neutral point. 
The hypotheses were tested using multiple regressions via SPSS 25 at a significant level of 0.05. The 

model of multiple regressions is as follows: 

Model Specification Using Multiple Regressions  

Mathematically, it can be represented as; 

Y= β0+β1X1+β2X2+β3X3…… +β0Xn 

Y = βo + βiEM1 + β2EP2 + β3SC3 + E3 ….. +β0Xn 

ES = f (EM, EP, SC) 

i. ES = f (EM) 
ES = β0 + β1EM1 + Ei … (i)  
Where, 
ES = Employee Satisfaction 
EM = Embedded System 
EP = Empowerment  

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SC = System Connections 
i    = Individual Respondents 
βo = Constant Term 
β i = Regression Coefficient 
Ei = Error Term 

 
ii. ES = f (EP) 

ES = β0 + β2EP2 + E2 …. (ii)  
Where, 
ES = Employee satisfaction 
EP = Empowerment 
 

iii. ES = f (SC) 
ES = β0 + β3SC3 + E3 … (iii)  
Where,  
ES = Employee Satisfaction 
SC = System Connections 

Analysis of Data and Interpretation  

Frequency Tables were used to present analyzed data.  Research Questions were answered using simple 

percentages and meanwhile the hypotheses were tested using multiple regressions at a significant level 

of 0.05 in SPSS 25.  

Answering of Research Questions 

Research Question 1 

What is the impact of embedded systems on employee satisfaction? 

Table 1: Impact of Embedded System on Employee Satisfaction 

S/N STATEMENT SA A UD D SD Mean SD   Remark  
1.  My organization 

creates systems to 
measure gaps between 
current and expected 
performance. 

90 
(56%) 

37 
(23%) 

15 
(9%) 

10 
(6%) 

10 
(6%) 

4.15 
 

34.08 Accepted  

2.  My organization makes 
its lessons learned 
available to all 
employees. 

60 
(37%) 

80 
(49%) 

9 
(6%) 

7 
(4%) 

6 
(4%) 

4.12 
 

35.06 Accepted  

3.  My organization 
measures the results of 
the time and resources 
spent on training. 

92 
(57%) 

30 
(19%) 

5 
(3%) 

20 
(12%) 

15 
(9%) 

4.01 
 

34.52 Accepted  

GRAND TOTAL 4.09 34.55 Accepted  

 

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Table 1 shows the means responses to items 1 – 3 as; 4.15, 4.12 and 4.01 respectively; with a grand mean 
and standard deviation of 4.09+34.55. This means that, with embedded system creates systems to 
measure gaps between current and expected performance; makes its lessons learned available to all 
employees and measures the results of the time and resources spent on training. 
Research Question 2 
What is the impact of empowerment on employee satisfaction? 
Table 2: impact of Empowerment on Employee Satisfaction 

S/N STATEMENT SA A UD D SD MEAN SD REMARK 
4.  My organization 

recognizes people for 
taking initiatives. 

70 
(43%) 

60 
(37%) 

12 
(7%) 

10 
(6%) 

10 
(6%) 

4.05 
 

29.98 Accepted  

5.  My organization gives 
people control over the 
resources they need to 
accomplish their work 

70 
(43%) 

60 
(37%) 

12 
(7%) 

10 
(6%) 

10 
(6%) 

4.25 
 

29.98 Accepted  

6.  My organization 
supports employees who 
take calculated risks.  

70 
(43%) 

60 
(37%) 

12 
(7%) 

10 
(6%) 

10 
(6%) 

3.80 
 

29.98 Accepted  

 GRAND TOTAL       4.03 29.44  

 
Table 2 shows the means responses to items 4 – 6 as; 4.05, 4.25 and 3.80 respectively; with a grand 
mean and standard deviation of 4.03+29.44. This means that empowerment helps organizations to: 
recognize people for taking initiative, gives people control over the resources they need to accomplish 
their work and supports employees who take calculated risks. 
Research Question 3 
What is the impact of systems connections on employee satisfaction? 
Table 3: impact of Systems Connections on Employee Satisfaction 

S/N STATEMENT SA A UD D SD MEAN SD REMAR
K 

7.  My organization encourages 
people to think from a global 
perspective. 

60 
(37%) 

62 
(38%) 

6 
(4%) 

18 
(11%) 

16 
(10%) 

3.81 
 

26.51 Accepted  

8.  My organization works together 
with the outside community to meet 
mutual needs. 

50 
(31%) 

100 
(62%) 

4 
(2%) 

5 
(3%) 

3 
(2%) 

4.17 
 

42.72 Accepted  

9.  My organization encourages people 
to get answers from across the 
organization when solving 
problems.  

85 
(52%) 

55 
(34%) 

5 
(3%) 

10 
(6%) 
 

7 
(4%) 

4.24 
 

35.97 Accepted  

 GRAND TOTAL       4.07 35.0
7 

Accept
ed  

 

Table 3 shows the mean responses to items 7-9 as: 3.81, 4.17, and 4.24 respectively; with a grand mean 

and standard deviation of 4.07+35.07 respectively. This means that systems connections encourage 

people to think from a global perspective; make organizations work together with the outside community 

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to meet mutual needs and encourage people to get answers from across the organization when solving 

problems.  

Test of Hypotheses  

They hypotheses were tested using multiple regressions in SPSS 25.  The output of the Analysis is shown 

in Table 4 – 7 below: 

Multiple Regression Model for the  study 

ES = o  +iEM + 2EP + 3SC 

ES  = Employee Satisfaction  Dependent Variable  

EM (Embedded System), EP (Empowerment) and SC (Systems Connections)  Independent Variables  

Table 4: Variables Entered/Removeda 

Model 
Variables 
Entered 

Variables 
Removed Method 

1 SC, EP, EMb . Enter 

a. Dependent Variable: ES 
b. All requested variables entered. 

 

Table 5: Model Summaryb 

Model R 
R 
Square 

Adjusted R 
Square 

Std. Error of 
the Estimate 

Durbin-
Watson 

1 .899a .809 .805 .26673 .164 
a. Predictors: (Constant), SC, EP, EM 
b. Dependent Variable: ES 

 

The R value of 0.899 in the Model Summary Table (Table 5) represents the Pearson correlation. This 

implies that there is a strong and positive correlation across the variables since the value of r (0.899) 

tends to 1. 

The R Square (r2) value of 0.809 (Table 5) is known as the coefficient of determination. It shows the 

proportion of the variance in the dependent variable that can be explained by the independent 

variables. This implies that 81% of the variation in Employee Satisfaction (ES) can be explained by 

Embedded System (EM), Empowerment (EP) and Systems Connections (SC). 

Table 6: ANOVAa 

Model 
Sum of 
Squares df Mean Square F Sig. 

1 Regression 47.463 3 15.821 222.381 .000b 

Residual 11.241 158 .071   

Total 58.704 161    

a. Dependent Variable: ES 
b. Predictors: (Constant), SC, EP, EM 

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The value of Sig (0.00) in Table 6 indicates that, the independent variables (EM, EP and SC) combined 

has a statistically significant association with the dependent variable (ES). 

Table 7: Coefficientsa 

Model 

Unstandardized 

Coefficients 

Standardize

d 

Coefficients 

T Sig. 

Collinearity 

Statistics 

B Std. Error Beta 

Toleranc

e VIF 

1 (Constant

) 

1.252 .196 
 

6.398 .000 
  

EM .691 .077 .794 9.016 .000 .156 6.396 

EP .098 .090 -.069 -1.096 .025 .304 3.291 

SC .192 .105 .173 1.825 .017 .135 7.397 

a. Dependent Variable: ES 

Hypothesis 1: 

There is no significant impact of embedded systems on employee satisfaction. 
The Sig-value (0.000) of E) in Table 7 indicates that there is a significant relationship between 
Embedded Systems (EM) and Employee Satisfaction (ES) since the Sig-value (0.000) is lesser than 
0.05.  This means that the null hypothesis which states that there is no significant impact of embedded 
systems on employee satisfaction is rejected. This implies that there is a significant impact of embedded 
systems on employee satisfaction. In every additional effort to improve Embedded Systems (EM), 
Employee Satisfaction (ES) is expected to increase by 0.691 (Table 7) assuming other independent 
variables remain constant. 
Hypothesis 2: 

There is no significant impact of empowerment on employee satisfaction. 

The Sig-value (0.025) of Empowerment (EP) in Table 7 indicates that there is a significant relationship 

between Empowerment (EP) and Employee Satisfaction (ES) since the Sig-value (0.025) is lesser than 

0.05.  This means that the null hypothesis which states that, there is no significant impact of 

empowerment on employee satisfaction is rejected. This implies that there is a significant impact of 

empowerment on employee satisfaction. In every additional effort to improve Empowerment (EP), 

Employee Satisfaction (ES) is expected to increase by 0.98(Table 7) assuming other independent 

variables remain constant. 

Hypothesis 3: 

There is no significant impact of system connections on employee satisfaction. 

The Sig-value (0.017) of Systems Connections (SC) in Table 7 indicates that there is a significant 

relationship between Systems Connections (SC) and Employee Satisfaction (ES) since the Sig-value 

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(0.017) is less than 0.05.  This means that the null hypothesis which states that there is no significant 

impact of systems connections on employee satisfaction is rejected. This implies that there is a 

significant impact of empowerment on employee satisfaction. In every additional effort to improve 

Systems Connections (SC), Employee Satisfaction (ES) is expected to increase by 0.192 (Table 7) 

assuming other independent variables remain constant. 

Findings 

The study's findings indicated that there is a substantial association between embedded systems and 
employee satisfaction, as demonstrated by the answer to research question 1 (Table 1) and the test of 
hypothesis 1. Embedded systems establish mechanisms to monitor gaps between present and expected 
performance, make lessons learned available to all employees, and track the effectiveness of training 
time and money. This discovery is consistent with the findings of Ampofo et al. (2017), who discovered 
that embedded systems evaluate the differences between present and predicted performance as well as 
the outcomes of training time and resources. 
The response to research question 2 (Table 2), as well as the test of hypothesis 2, demonstrated that 

there is a substantial association between empowerment and employee happiness. Empowerment 

enables organizations to recognize individuals for taking initiative, offer workers authority over the 

resources they require to complete their tasks, and encourage employees who take measured risks. This 

conclusion complements the findings of Choi (2020) and Lassoued et al. (2020), who believe that 

empowerment encourages individuals to take initiative and provides them control over the resources 

they need to complete their tasks. 

The answers to research question 3 (Table 3) and the test of hypothesis 3 also demonstrated a 

substantial association between systems connectivity and employee satisfaction. Systems linkages 

inspire individuals to think globally; they enable organizations to collaborate with the outside 

community to satisfy shared requirements; and they motivate people to seek solutions from across the 

organization when addressing challenges. This conclusion is consistent with the findings of Behbahani 

(2023), who said that system linkage promotes individuals to think globally, collaborate, and seek 

answers while addressing difficulties. 

Conclusion 
Employee happiness is critical to the success of any business; when people are content at work, the 
emotion spreads across the organization, driving organizational progress. Employee happiness may be 
increased if the organization promotes embedded systems, employee empowerment, and system 
integration. This study is consistent with Behbahani's (2023) findings, which said that system 
connectedness promotes individuals to think globally, collaborate, and seek answers while addressing 
difficulties. 
Recommendation 

 Organizations should consistently measure performance gaps and share lessons gained with all 

workers. 

 Stakeholders should reward initiative and encourage staff to take appropriate risks.  

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 Encouraging continuous stakeholder ties fosters global thinking and collaboration with the 

community to satisfy shared needs.  

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